Tracy Duberman is Founder & President, The Leadership Development Group (TLD Group), and Paul Erdahl is a senior consultant at TLD Group. The TLD Group helps boards of health care organizations ...position themselves for success through board retreats, board assessment, and selection, board succession planning, board team effectiveness, and more. In this article, they explore how talent management strategies can be used to build effective boards.
Authentic leadership is a relatively new theory of leadership that originally stemmed from the four cardinal virtues of ancient Greek philosophy. These virtues are prudence, temperance, justice and ...fortitude, and have molded the modern theory of authentic leadership to comprise four key elements. They are: 1. balanced processing, 2. self-awareness, 3. relational transparency, and 4. internalized moral perspective. These virtues of authentic leaders lead to concrete business results because they enable a relationship between leaders and team members built on trust. The role of the authentic leader is to encourage and motivate others, and keep team members on track with operational goals by instilling a shared mission, and outlining marginal steps to achieving success. When team leaders are authentic and true, the rest of the team is willing and eager to go the extra mile.
Physician leadership is a key driver toward a sustainable value-based health care delivery system. After all, physicians control 80% of health care dollars, 90 percent of clinical care orders, and ...play a key role in patients' perception of care and team member participation. Accelerating the pace of physician leadership development is best done through a blended learning approach. This approach recognizes that development begins with realization of a need and motivation to do something about it, and that a combination of learning modalities "in concert" provides powerful learning and leadership development. Action learning is an approach to working with and developing people that uses work on an actual project or problem as the way to learn. The approach marries analysis and action, reflection and doing, organizational development and bottom-line performance, driving results in new ways and building leadership competencies and organizational capabilities. Action learning addresses organizational priorities and leadership development needs simultaneously.
Successful succession management in traditional health systems ensures continuity of vision and stakeholder relationships so that the health system's unique perspective remains at the forefront as ...new partnerships are forged with other sectors to maintain critical market share. ...when it came time for him to leave Ochsner, there were several internal candidates that the board considered as his successor. According to Kelly, this gave Shapiro and the board plenty of time to prepare a strategic succession process, communicate the transition plan with leadership, and promote early support for Kelly.
The Secret to Partnership Success Duberman, Tracy L; Sachs, Robert
Healthcare Executive,
09/2021, Letnik:
36, Številka:
5
Trade Publication Article
Developing strategies to enhance the customer experience, reduce the total cost of care, optimize value-based payment models, enhance coverage and access, and improve population health for all groups ...is a widely recognized need. The Health Ecosystem Leadership Model This mindset and skill set are contained within the HELM framework, which outlines actions leaders can take to generate cross-sector collaborative solutions that address the field's most pressing needs. Examples of such derailers include: * Focusing on short-term results. * Being unable or unwilling to accept shared solutions. * Paying insufficient attention to building trust and demonstrating respect for divergent interests. * Focusing on one's own organization rather than embracing others' perspectives. * Recognizing only information that reinforces preexisting views. * Defining problems and solutions too narrowly.
Health care delivery today requires a fundamentally different approach -- and a new breed of physician leaders who can rally around new requirements resulting from changes in health care financing, ...physician reporting requirements, standards for accountable care organizations, clinical process improvements and team-based care. Research with a sample of 52 physician executives from the American College of Physician Executives reveals that effective physician leadership requires competence in four main leadership areas: 1. leading self, 2. leading others, 3. leading change, and 4. leading for results. Best practice from corporate America offers the 70/20/10 rule of thumb for leadership development. About 70% of leadership development/organizational learning should take place on the job, through solving problems and through special assignments and other day-to-day activities. Another 20% of development ought to occur through drawing on the knowledge of others in the workplace. Only 10% of development ought to occur through formal learning, whether classroom, workshop or, more recently, e-learning.
Engagement and Leadership Take the Lead Aggarwal, Deepak; Covert, Michael; Duberman, Tracy ...
Talent Development,
07/2023, Letnik:
77, Številka:
7
Trade Publication Article
The organization's leaders believed that by empowering their physicians as leaders, they would be able to come together as a system to emerge stronger. ...NGHS decided to partner with The Leadership ...Development Group, a consulting firm, to adopt a customized leadership development program that focuses on development in four leadership clusters over a period of six, 12, or 18 months. Determine what's what The program started with an organizational priority assessment (OPA), which included interviews with 10 organizational leaders-the CEO, chief operating officer, chief HR officer, and various senior physician leaders-to gain an understanding of the individual leaders, the organization, and their hopes and concerns surrounding the program. Three strategic imperatives resulted from the OPA: * Physician involvement in strategic system development goals, particularly as they relate to population health or service line development * Physician engagement and leadership in day-to-day issues; goals relative to performance in the safety arena as well as in quality; how to deal with readmission issues; and relationships that physicians have with the nursing staff * Organization-wide cohesion to drive positive change and organizational outcomes Program implementation The APLA uses the 70-20-10 framework in which 10 percent of learning incorporates interactive training courses that focus on specific leadership skills, 20 percent focuses on assessment and coaching, and 70 percent entails hands-on experiential learning to directly apply learning and develop leadership competencies to real business problems. Results Data collected via pre- and postassessments and evaluation surveys reveal that participants had significant improvements across all four leadership competencies-ranging from a 5.9 percent increase for leading change to a 9.9 percent increase for leading others.
Leading From the HELM Duberman, Tracy L; Sachs, Robert
Healthcare Executive,
03/2019, Letnik:
34, Številka:
2
Trade Publication Article
Becoming an Ecosystem Leader The kind of cross-sector collaboration described in the case study requires the adoption of an ecosystem mindset, commitment of time, development of trust, alignment on ...business priorities and belief in the value of collaboration. First and foremost, HELM leaders build and evolve a clear vision of the direction their organization is heading and what is required to achieve success. HELM leaders also recognize how important it is to: * Define plans and take concrete action by outlining and initiating tactical steps with critical performance indicators * Act despite uncertainty by taking reasonable steps that keep the plan in motion and avoiding overanalysis and inaction * Use feedback to adapt plans and advance the vision by identifying which objectives were achieved and which were not, as well as which parts of the solution worked and which need to be changed We believe that an ecosystem approach is essential to realizing significant changes to the health of our nation, and that leadership is the key ingredient to that success.
Starcher had returned to Mercy after stints as a CEO for a for-profit health system and a venture capital company, Vestal led the health care practice of Hay Croup, an International management ...consultancy, and had gained years of experience as a health care executive, They' believed they could share their "out side-in" perspectives and utilize the strengths of choir board in new ways. Generate all pertinent data, Roth Starcher and Vestal, who understood the importance of working with comprehensive data, tasked their research group to collect in sights from scientific, economic, psychosocial, marketing, investment banking and finance sources that formed the context fordoing strategy. Like most new behaviors, they improve the more they arc repeated, ľn this process, Mercy learned that board members will likely use both analytical and conceplual thinking. ...selecting board members who can create as well as analyze hypotheses is essential. New roles Vestal's advice to board chairs who wish to Implement strategy co-creation Is "to understand what 'co' means," 'It does not overstep management in data collection," she says, "It includes agreeing on the scope and sources of data and, more importantly, a process whereby the board participates In crunching the raw data rather than merely listening to inputs, The stratege product reeds to have the fingerprints of borh managemen anti the board" As such, foe process requires courage, stamina and selfcontrol from each constituency. CO-CREATION: HOW TO SUCCEED A number of principles and practizes help boards and management cocreate a strategy: * Start where you...
Your Next CEO Duberman, Tracy; Bottles, Kent; Bloom, Lisa
Trustee,
05/2016, Letnik:
69, Številka:
5
Trade Publication Article
...the traditional approach to CEO succession planning has become outdated. According to Gregory Button, Kom Ferry's Health Care Sendees global leader: "Our clients are increasingly seeking highly ...adaptable and intellectually agile CEO candidates who are rot afraid to challenge the status quo.
