Industry Solutions

Healthcare

The Healthcare industry is far too chaotic for a traditional leadership model. With frequent widespread disasters, global shortage of doctors, nurses, midwives and other health providers, the healthcare industry needs are compelling. The World Health Organization estimates there is a shortage of 7.2 million health professionals worldwide. WHO further reports that in developing countries 40% of nurses will leave health employment in the next decade.

In this report they also estimate that around 90% of all maternal deaths and 80% of all still births occur in 58 countries, largely because those countries lack trained midwives. In the US every year there are an estimated 100,000 preventable deaths in hospitals. Statistics like these cause patients to worry about the qualifications and availability of qualified healthcare staff. And, at the same time healthcare professionals are concerned about excessive work hours and the shortage of fellow healthcare professionals.

Healthcare executives are faced with a triple dilemma,(1) they have to deal with the concerns of patient safety; (2) recruiting and hiring enough expert staff in a time when more people are leaving the profession than are coming in. and(3)  with that scarcity they must still manage effectively organizational metrics such as:

  • Percentage of Patients Leaving ER Prior to Medical Screening
  • Low Physician Engagement scores
  • Low Patient Satisfaction scores (HCAHPS)
  • High staff turnover rates
  • Operating room utilization rates
  • JCHAO accreditation scores

As if that were not enough Healthcare executives have to keep track of new legislation that impacts organizational funding.

Clearly the healthcare industry requires highly effective individuals with a wide range of personal and professional skills. beyond that of the average leader. This is the type of leader the KTA Solutions tools develop.

Technology

More than one third of workers in America today are between the ages of 18­-34. That means 53.5 million workers in the US are from the Millennial generation. Compare that to 52.7 million workers who are in the 35 to ­50 year old age group. And add to that the 45 million 51­ to 70 year old age group and we have a picture of the multi generational workplace that exists today.

Technology is the one industry sector where there is a dominant percentage of workers from the millennial generation. And with that comes the challenge of managing, retaining and developing employees. To execute well in the technology arena, a leader must be able to create a strategy that excites and incites the workforce to create and maintain a competitive advantage. They must also be able to establish a structure that allows, even at times, breeds creative chaos in order to create and maintain an innovative environment.

The effective leader, must be able to create the process, cultivate the teamwork and   inspire a  quest for higher performance people need to do their best work,. Knowing how to give people enough space and permission to fail, and individualized reward when they succeed is another unique way the ‘people smart’ leader succeeds in the multi­-generational technology organization. Ultimately the leader who will execute well in a technology organization will know that engaging the head, heart and hands of each individual leads to higher productivity, collaboration and invention.

Without leaders who can execute effectively by using strategy, structure, process, people and reward, the technology organization will soon find themselves unable to retain highly skilled and expensive people; lacking competitive advantage and losing market share.

Education

Gone are the days, and thankfully so, when the best teacher was promoted to be the next principal. Gone also,  are the days when teaching was about rote memorization and regurgitation. Education is now more about learning styles, personality traits, emotional intelligence and special needs. We are in a new age of teaching and learning. We have smart boards, virtual learning groups, project based learning and individual educational plans.

What has not changed is the need for effective leaders. The effective leader in education must be somewhat of a ‘psychologist ­manager’. They must understand self and others at a level that equips them to motivate the novice teacher; creatively correct the veteran teacher; demonstrate understanding and concern for parents and unions, while preserving a standard of excellence in education. In other words, the effective leader in education must know how to not only navigate, but how to optimize conflict; how to set and share a vision; how to build constituency; how to create and maintain an engaged workforce; how to select personnel that fit the culture; and how to effectively partner with others to create a safe environment where diverse peoples with various personalities and other differences may teach, learn and grow together.

Without leaders who understand how people learn best, how people work best together on a team and how they themselves lead best, the education industry will fall far short of creating engaged critical thinking students.

Construction

By 2025 the globalization of construction norms and requirements, plus other factors, will lead to a doubling of construction markets. The construction industry will increase by 70% to $15 trillion worldwide in the next decade. By 2050, the demand for more housing will be a major construction challenge.

At the present rate, the industry will struggle to keep abreast with the demand for better housing quicker. There is a recognized need for innovative solutions. One needed solution is a more effective way to identify, select and develop leaders who can execute. In our experience, leaders who succeed in the high ­competency, cost ­sensitive and deadline ­driven world of construction must understand which of three problem ­solving options (tactical, strategic or transformational) to apply. They must know when the problem is tactical and if the team is best equipped to solve it.

They must know when a problem is strategic and be able to assess and mitigate any negative impact of external forces on a project. They must know for example, when during a progress meeting the problem moves from being tactical, such as laying down asphalt, to strategic, such as having to meet face to face with a resistant county clerk about a permit stuck in bureaucratic limbo. And the effective leader must be able to take on the transformational problem of shifting culture of the organization based upon the emerging demands of the market. The construction industry is in dire need of such leaders.

This is partly due to many of the existing leaders were excellent technicians who have been promoted to leadership roles. They were great at their previous jobs but are ill-equipped by nature, desire or training for ’desk jobs.

Another needed solution is a more effective way to recruit, select and develop qualified workers. Compounding the challenge of greater demand for buildings is the dire scarcity of talented and interested new hires. Seventy percent of firms are finding it hard to find qualified workers. Fifty-two percent of construction executives admit they are worried about the worker shortage problem. Forty-nine percent have increased base pay to try to attract more talent. Thirty percent are now offering hiring bonuses. Based upon this data, the second pressing need is that of right-hiring. Right hiring is more than just putting the right person in the right seat on the bus. It is first foremost about knowing if the right person you put in the right seat on the bus six months ago is presently engaged by his or her work. Since you hired them, did the destination change, did the pace quicken, is there a new bus driver? How is that seat you put him or her in working out for them now?

Telecommunications

Telecommunications is at an inflection point. On the Sigmoid Curve also known as the S curve, the telecommunications industry has gone through the Inception and Growth stages, and is tottering dangerously between the Maturity and Decline stages. It is at this decision point that industries determine what they want to be or need to become.

This is that moment when the industry needs disruptive leaders. People who by nature are trailblazers. People who are Thinkers and Doers and people who are Influencers and Realtors. Additionally, the industry is in dire need of leaders with technical expertise who can lead organizations to success.

Often telecommunications industry leaders lament the fact that their best engineers and technical experts are ill prepared for the leadership roles they need to fill in order to keep the company moving forward. Effective leaders at this stage on the S curve, know how to look for other leaders to lead. And at this stage in this highly competitive and very visible business sector the competitive edge resides within leaders who are effective in understanding the personality, personal purpose and the leadership capacity in others. These leaders of leaders ensure the next generation of engineers and technical experts are put in the right roles, focused on the right tasks, surrounded by the right staff and given the freedom to excel.

All organizations are a combination of chaos and structure, at this stage, the telecommunications industry needs leaders who know how to tap emerging leaders who have the  appetite, aptitude and ability  to not only endure, but to thrive in the disruptive chaos of innovation.

For more information call (571) 218-2042.

 

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