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
ALEAD2.0Block 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
FUTURELEADERSALEAD2.0
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
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
FUTURELEADERSALEAD2.0
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
FUTURELEADERSALEAD2.0
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
FUTURELEADERSALEAD2.0
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”
AdministrativeFellowship
• ThePresident’sBreakfast:– Beginning,middle,andendoftheprogramwiththePresidentandCEO
• Theyearisplannedtointroducefellowstoseniorleadership– Opendiscussionwithindividualseniorleadersprovideanopportunitytoexploreareasofresponsibility,challenges,risksandrewardsofbeingaseniorleader.
AdministrativeFellowship
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
PrinciplesofGreat
Performance
DeliberatePractice
KnowledgeApplication
Teachers&Feedback
Stretch/GrowOTJ
LeadershipDevelopmentEmbeddedinourDNA