Strategically Aligning Leadership Development and Inspiring Others Strategic Agility Developing Others Orientation √√ Myers Briggs Type Indicator Complete √ √√√ √ ...

Strategically Aligning Leadership DevelopmentNorth Shore‐LIJ Health System

Kathleen Gallo, PhD, RNSenior Vice President & Chief

Learning Officer

David Battinelli, MDChief Medical Officer

PreparingtheNextGenerationofHealthcareLeaders

KathleenGallo,PhD,MBA,RN,FAANSVP&ChiefLearningOfficer

DavidBattinelli,MDChiefMedicalOfficer

FUTURELEADERSALEAD2.0

ADMINISTRATIVE

HIGHPOTENTIAL

PHYSICIANHIGH

POTENTIAL

PHYSICIAN

ADMINISTRATIVE

FELLOWSHIP

ADMINISTRATIVE

FELLOWSHIP

AppliedLeadershipEffectivenessandDevelopment

AppliedLeadershipEffectivenessandDevelopment(ALEAD2.0)isacompetency‐basedcurriculumdesignedtodevelopskillsandknowledgeamongcurrentandemerginghealthcareleadersthatwill

ensureatalentpipelinefororganizationaleffectivenessandsustainability.

EXECUTION

DEVELOP,MOTIVATE,INSPIREOTHERS

LEADERSHIP

STRATEGICAGILITY

MANAGERIALCOURAGE

ENABLECHANGE

ORGANIZATIONALAWARENESS

Courses

ExecutionOrganizationalAwareness

EnableChange

DevelopingSelf

ManagerialCourage

Motivatingand

InspiringOthers

StrategicAgility

DevelopingOthers

Orientation √ √

MyersBriggsTypeIndicatorComplete √ √ √ √ √ √

LeadingThroughConflict √ √ √ √

MaximizingYourInfluence √ √ √ √ √

EnhancingPerformanceThroughAccountability √ √ √ √ √

EngagingtheWorkforce √ √ √ √ √

UnderstandingOurOrganizationalCulture √ √ √ √

CreatingaVision √ √ √

CommunicatingEffectively √ √ √

LeadingStrategicInnovation √ √ √ √EmotionalIntelligence:AchievingLeadership

Success √ √ √

CoachingSkillsforLeaders √ √ √ √

ALEAD2.0CompetencyMap

FlippedClassroomCorePrinciples

• Learning– activepedagogy• Knowledgeinactioncreatingeffectiveresults• Valuelearningoverteaching• Trustthelearnerstolearnmuchofthefactualknowledgeoutsideofclass

• Learnersmustbepreparedandactivelearnerseveryday

• KnowledgeinAction‐notfactualmemorization(Sciencethatsticks)

• AssessmentthatreflectsCorePrinciples• Criticalthinking

ALEAD2.0

• CompetencyBasedCurriculum

• CaseBasedandIn‐CasePedagogy

• TrueBlendedLearningProgram– eLearningwithPre‐workandcases

– InClassApplicationSessions

• TargetedforSupervisor,ManagerandDirectorlevelhealthsystemleadership

• FocusedonAdaptiveLeadershipratherthanTechnicalLeadership

ALEAD2.0‐FlippedClassroomModel• eLearning

– All“content”willbedeliveredthroughinteractiveeLearningmodules

• ClassroomApplicationSessions– Fourinpersonapplicationsessionswillinclude:

• CaseBasedLearning• Debrief• RolePlay• Simulation• GroupActivities• TeamBasedLearning

• AdaptiveLeadershipChallenge– Apersonalleadershipchallengethatwillbeaddressedtoanindividualcasestudy

throughoutthesemester,providingtheattendeetheabilitytoapplytheknowledgelearnedimmediatelywithintheirownenvironment

– KnowledgeExchangeBringBack:Attheconclusionoftheprogram,eachparticipantwillsharetheirchallenge,howtheyappliedtheskillsobtainedinALEAD2.0totheirchallengeandtheprogresstheyhavemade

ALEAD2.0FLIPPEDCLASSROOMMODEL

PreWork

AdaptiveLeadershipChallenge

CLIApplicationSessions

ALEAD2.0Block 1

•eLearning 1Orientation

•Pre‐work‐EQ 360‐TKI‐Adaptive Challenge‐eLearning 2 MBTI Complete

•eLearning 3Leading Through Conflict

Block 2

•eLearning 4Coaching Skills for Leaders

•eLearning 5Emotional Intelligence(EQ):Achieving Leadership Success

•eLearning 6Communicating Effectively

Block 3

•eLearning 7Maximizing Your Influence

•eLearning 8Enhancing Performance Through Accountability

•eLearning 9Engaging the Workforce

Block 4

•eLearning 10Understanding Our Organizational Culture

•eLearning 11Creating a Vision

•eLearning 12Leading Strategic Innovation

Application Session 1 Teamwork, Trust and

Leading Through Conflict

Application Session 2Building Your EQ to

Improve Communication and Coaching

Application Session 3Maximizing Performance Through Engagement,

Influence and Accountability

Application Session 4Using Vision and

Innovation to Develop Our Organizational

Culture

Senior Leadership Keynote Event

Adaptive Leadership ChallengeKnowledge Exchange


ADMINISTRATIVE

HIGHPOTENTIAL

PHYSICIANHIGH

POTENTIAL

PHYSICIAN

ADMINISTRATIVE

FELLOWSHIP

ADMINISTRATIVE

FELLOWSHIP

ProgramGoals

• PreparetheHealthSystem’snextgenerationofleadersconsideredtobehighpotentials

• Targetindividualsreadytogrowinscope&responsibility

• Calibrateexperiencestoenablethegrowthstrategyoftheorganization

• Customizeandpersonalizedevelopmenttodriveacceleratedperformance

TalentReadiness&ExpectationsNominateindividualswhoare…• Readyfornewroles• Readytoleadothersinanever‐changing,competitivehealthcareenvironment

• Readytochangeothers’behaviors• Readyfortransitions• Readyfordevelopment/stretchassignments• Readytodrivebetterpatientoutcomes

High Potentials will begin to increase their exposure and

“readiness” to assume greater leadership roles,

leading to increased Quality, Patient Experience &

Financial Performance

Local Talent Reviews & Site Nominations

Executive Nomination Endorsement

Nominations Submitted to TM to Ensure

Requirements are Met

Senior Leadership Review & Selection

TMAnnounces

Final Selection

Process/SelectionLifecycle

ProgramEvolution– LeadershipRoadmap

•First‐timeleaders•Leadteamsorspecialprojects•Maynotbeinleadershippositions

•Coach,train,developsmallgroups&individuals•Focusonday‐to‐dayissues•Vehicleforcommunication

• Driveexecution

• Connectstrategy,capabilities&culture

• Formulatestrategy

• Focusoncorestrengths

• Inspire&energize

• Increaseoperationalperformance

• Systemsthinkers

•Managemanagers• Optimizeprocesses&performance

• Balanceshort‐termwithlong‐termview

•Maydrivecompetitiveadvantage

OperationalLeader

StrategicLeader

EmergingLeader

TeamLeader

AdaptedfromDDI’sLeadershipBlueprint

ADeeperDiveintoLearning…

AdministrativeHighPotentialCurriculum

• LeadingandInfluencingOrganizationalTeams– IncludesEQandMBTI

• OrganizationalBehavior• CoachingSkillsforLeaders• InterpersonalConflictResolution• MotivatingtheWorkforce• CommunicatingwithImpactandInfluence• HealthcareFinance• Healthcare's"New"Strategy&Environment• TheHighPotentialExperience• ResumeBuildingWorkshop

*EmotionalIntelligence,MBTI,andTKIarepre/co‐requisites

BestPracticeDevelopmentApproaches

• DiscussassessmentresultswithManager&Sponsor– Setdevelopment/actionplan– Monitorprogress– Milestonecheckpoints– Goalattainmentcelebration

• Sponsor/Mentorshipmodel

OtherDevelopmentAvenues

• ExecutiveBreakfasts• SystemOverview• ExecutiveForums• DevelopmentOpportunities• NetworkingwithSeniorLeadership,Alumni&ProgramParticipants

• ConnectviaHighPotentialPortal

25


ADMINISTRATIVE

HIGHPOTENTIAL

PHYSICIANHIGH

POTENTIAL

PHYSICIAN

ADMINISTRATIVE

FELLOWSHIP

ADMINISTRATIVE

FELLOWSHIP

Introduction and Concern

About The PhysicianLeadership Institute

Objectives of Our Program

Findings to Date

•Develop the Health System’s next

generation of physician leaders

•Prepare those individuals who are

ready to grow in scope & responsibility

•Enable the growth strategy of the organization

•Prime Physicians to lead others in an ever-changing, competitive

healthcare environment

Participants in the Physician Leadership Institute come from all across our organization.

They partake in assessments, stretch

assignments, exploratory forums, internal business

courses, networking events and external

learning opportunities. Participants benefit from

courses taught by esteemed physicians as well as non‐physicians who are experts in their

respective fields. Making the transition from a highly accomplished physician to that of a proficient physician leader takes more than strong clinical skills – it takes a

fundamental shift in thinking. To be highly effective, physician leaders must be able to

understand how key decisions impact each facet of our rapidly changing healthcare environment.

The Physician Leadership Institute provides physicians from all across our organization with the necessary skills to excel in the clinical realm

and lead the transformation of care for tomorrow. Through the various programs, physicians receive exposure to the organization’s top leaders, the

best internal and external educational opportunities and extensive cross‐ training.

Program Intent

As the healthcare industry continues to change locally and nationally, there is an ever increasing

need for leaders who possess both clinical expertise and substantial leadership abilities.

In order to be successful in this new environment, it is imperative that physicians take a prominent role in the change process. The dilemma is that the traits that are admired and reinforced when

providing excellent patient care are not advantageous in conveying exceptional leadership

proficiency. “The vast majority of the administrative and organizational skills necessary for physician leaders are, in fact, not among those skills typically developed in the medical education

process” (Schwartz et al., 2000, p. 133).

Transforming Today’s Physicians Into Tomorrow’s Healthcare LeadersBy Patti Adelman, LMSWDirector, Physician Leadership Institute

50.00

60.00

70.00

80.00

90.00

100.00

76.71 79.50 76.79 78.56 81.94 85.68 84.88 86.53

Pre

Post

Emotional Intelligence

0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%100.00%

I have gained newknowledge as aresult of thisprogram

I wouldrecommend thisprogram to acolleague

I am betterprepared for aleadership

role/expandingmy

responsibilities

Number of Participants To Date

Remaining In Program

Promotions Within Health System

Physician High Potential Program 106 97% 22/86

Chairman Education Program 36 100% n/a

Chief Resident Education Program 270 n/a n/a

Medical Director Education Program 19 100% na/

PhysicianHighPotentialProgram

• LeadingandInfluencingOrganizationalTeams

• OrganizationalBehaviorI• EconomicsandFinanceI• StrategyandEnvironmentI• ImprovementSciencesI• CoachingandPerformanceFeedback• LeadershipandInfluenceI

• OrganizationalBehaviorII• EconomicsandFinanceII• StrategyandEnvironmentII• ImprovementSciencesII• VoiceoftheCustomer• LeadershipandInfluenceII

Inbothyears,participantsalsoattend:• PhysicianRequestedElectives(i.e.PresentationSkills,SocialMedia,FundRaising)• CaseBasedCourseswithAdministrative/ClinicalHighPotentials• ExternalLearningOpportunities(i.e.Harvard,Cornell,LevinsonInstitute,NCHL,IHI)

AdministrativeandPhysicianHighPotentialProgramAlignment

AdministrativeHPP PhysicianHPP

ImprovementSciencesII

CoachingSkillsforLeaders

LeadingandInfluencingOrganizationalTeams

OrganizationalBehavior

HealthcareFinanceHealthcare's"New"

Strategy&EnvironmentCommunicatingwithImpactandInfluence

ConflictResolutionMotivatingtheWorkforce

LHHGroupCoachingSessions

IntroductionToCoaching/Performance

Coaching

LeadingandInfluencingOrganizationalTeams

OrganizationalBehaviorIOrganizationalBehaviorIIEconomicsandFinanceIEconomicsandFinanceIIStrategyandEnvironmentIStrategyandEnvironmentIIImprovementSciencesILeadershipandInfluenceILeadershipandInfluenceIIVoiceoftheCustomerLHHCoachingProgram


ADMINISTRATIVE

HIGHPOTENTIAL

PHYSICIANHIGH

POTENTIAL

PHYSICIAN

ADMINISTRATIVE

FELLOWSHIP

ADMINISTRATIVE

FELLOWSHIP

TrainingtheNextGenerationofPhysicians

• RapidlychangingfieldofMedicine

• Futurephysician‐leadersmustexcelnotonlyinClinicalMedicine,theymustalsodemonstratethemanagement/leadershipskillsnecessarytonavigatethecomplexhealthcareenvironment

• Targetingtraineesearlyintheircareer

Program• 1yearprogramtodevelopphysicianleadersatNorthShore‐LIJHealthSystem

• Fellowshipprogramconsistsof50%administrativetimeand50%clinicaltime

Program Component Start Date End Date

Administrative Component July 1, 2015 June 31, 2016

Clinical Component September 1, 2015* June 31, 2016

* ‐After Medical Board exam

ApplicationProcess• Requirement:

– InternalcandidatesthathavecompletedresidencyorfellowshipatNorthShore‐LIJprograms

– Maximum5yearsoutofresidency

• CompletedApplication– ApplicationForm– Resume/CV– TwoEssays– LetterofRecommendation

• SelectionCommitteeInterview– Interprofessional:HealthSystemLeadership

RotationsRecommendation:3Rotations(1elective)

CareConnectCareSolutionsTertiaryFacility

AANS/NSLIJMedicalGroupInternalMedicineStrategicPlanning

PayorRelations/ContractsFinanceDepartment

OfficeofAcademicAffairsEtc.

EducationalOpportunities• CenterforLearningandInnovation

– ImprovementSciences– EmotionalIntelligence– IntroductiontoProjectManagement

• MonthlyMeetingsWithHealthSystemPhysicianLeaders• ParticipationinPhysicianLeadershipOrganizations

– AmericanCollegeofPhysicianExecutives(ACPE)– AmericanCollegeofPhysicians(ACP)

• HofstraFrankG.ZarbSchoolofBusiness:MBAProgram– HealthCareManagement– Finance

• IHIConference• NCHLConference


ADMINISTRATIVE

HIGHPOTENTIAL

PHYSICIANHIGH

POTENTIAL

PHYSICIAN

ADMINISTRATIVE

FELLOWSHIP

ADMINISTRATIVE

FELLOWSHIP

• Apostgraduateprogramthatprovidespreparationinexecutivedevelopmentforfuturehealthcareleadersthrough:– Avarietyofbusinessunit/administrativerotations

– Practical,problembasedassignments– Leadershipskillbuildingexperience– Exposuretohealthsystemleadersandboardoftrustees

RationaleofAdministrativeFellowshipProgram

• AdvertisementforFellowshipProgramandinformationonapplicationpostedtoACHEandNorthShore‐LIJHealthSystemwebsites

• Applicationsreceivedbydeadline(September26)• Spreadsheetandfolderscreatedwithapplicantinformation

• Applicationreviewconductedbycurrentandformerfellows.Agradingrubricisusedtohelpdetermineprogressionofcandidate.(October6,7,8)

• Selectedcandidatescontactedfortelephoneinterview

• TelephoneInterviewsareconductedbycurrentandformerfellows.Aseriesofquestionsarecoveredontheinterview(October13,14,15)

• Selectedcandidatesarecontactedtoparticipateinanin‐personinterviewatCLI

• Onsiteinterviewsconductedbyseniorleaders,currentandformerfellows.Aseriesofbehavioralinterviewingquestionsandratingscaleareused.(October28)

• Dataiscollectedandtallied,PowerPointiscreatedwithtopcandidates

• Presentationisgiventoseniorleadersafteronsiteinterviews(1weekafteronsite)• Roundtablediscussionandfinaldecisionsaremade• Selectedcandidatesarenotifiedimmediately

2014SelectionProcess

• Reviewed109CompletedApplications

• Conducted52TelephoneInterviews

• Conducted14OnsiteInterviews

• Selected3Fellowsforthe2015‐2016program

• Fourrotationswiththreeassignedtothebelowsites.Thefourthrotationisanelective.– TertiaryFacility– CorporateOffices– CommunityHospital&AmbulatoryFacility– CareConnect(NorthShore‐LIJInsuranceCompany),CareSolutionsand/orManagedCare

• Rotationsareplannedtomeetindividualcareergoals

AdministrativeFellowship

• Eachfellowwillbeassignedapreceptorandmentor– Preceptorservesasacoordinatorofthelearningexperience

– Mentorservesas“awise,loyaladvisor,andcoach”


• ThePresident’sBreakfast:– Beginning,middle,andendoftheprogramwiththePresidentandCEO

• Theyearisplannedtointroducefellowstoseniorleadership– Opendiscussionwithindividualseniorleadersprovideanopportunitytoexploreareasofresponsibility,challenges,risksandrewardsofbeingaseniorleader.


21%

12%

9%6%7%5%

6%4%3%3%3%3%

18%

GraduateSchoolsNewYorkUniversity GeorgeWashingtonUniversityUniversityofMinnesota YaleCornell HofstraColumbia UNCHarvard UniversityofOklahomaUnion NYMedicalCollegeOther

29%

18%

11%

8%

7%

4%

5%

3%3%2% 2% 8%

RotationsCorporate NSUH LIJMC PAANSGlenCove Zucker Franklin LenoxCohen's CFAM ForestHills Other

SincetheinauguralclassbeganinJuly2003,therehavebeen77

fellows.

Thereare43NorthShore‐LIJemployedfellows.

• CreatedtheNeurosciencestrategicplan

• CreatedtheLongIslandAlzheimer'sFoundationstrategicplan

• DevelopedastrategicplanfortheObesityCampaign

• Reviewedandrevisedprivilegingandcredentialingprocess

• HealthplexStakeholderCoordination

• HospitalJointCommissionPrep

• AmbulatoryGrowthStrategy

• PatientExperience:TheRoadtoImprovement

PastFellows’LearningPortfolios

PastFellows’LearningPortfolios• USNews&WorldReportBestHospitalsRanking

• WesternRegionStrategy

• CommunityHospitalTransition

• DevelopmentofCancerCenterSiteOrientation

• OperationalandFinancialModelforRestructuringof

EmployeeHealthServices

• ThalliumLaserBusinessPlan

• VicePresidents

• AssociateExecutiveDirectors

• AssistantVicePresidents

• SeniorDirectors

• Directors

• SeniorManagers

• ProjectManagers

FormerFellows’CurrentPositions

OurOverallPhilosophy:

PrinciplesofGreat

Performance

DeliberatePractice

KnowledgeApplication

Teachers&Feedback

Stretch/GrowOTJ

LeadershipDevelopmentEmbeddedinourDNA

LessonsLearned:

Keepitsimple

Keepitsmall

Keepimprovingit

“Thesinglebiggestwaytoimpactanorganizationistofocusonleadershipdevelopment.Thereisnolimittothe

potentialofanorganizationthatrecruitsgoodpeople,raisesthemupasleaders

andcontinuallydevelopsthem”‐JohnMaxwell

Strategically Aligning Leadership Development and Inspiring Others Strategic Agility Developing Others Orientation √√ Myers Briggs Type Indicator Complete √ √√√ √ ...

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