Frequently Asked Questions about
NCHL and GE’s Institute for Transformational Leadership
Q: What value can the Institute bring to a healthcare organization?
A: Although healthcare providers share many similar challenges, no two organizations
are the same. NCHL and GE’s Institute provides programs and services that are built
using an integrated approach to leadership and strategic management systems. These
programs and services have been developed using evidence-based methods that have
been proven to work in healthcare. We deliver the leadership skills, tools, processes,
and guidance to achieve sustainable change in your organization.
Q: What does NCHL do apart from the Institute?
A: NCHL conducts national research and demonstration projects to test new models and
global best practices. The NCHL Leadership Excellence Networks (LENS) serve to
accelerate the adoption of best practices in healthcare organizations through shared
learning and benchmarking. LENS is an innovative collaboration of leading healthcare
organizations . Over the past several years, NCHL has been recognized as an
authoritative and objective expert on healthcare leadership.
Q: What constitutes excellent leadership?
A: In the simplest terms, excellent leadership is the ability to initiate and sustain change
and to move an organization toward a common goal. The concept of excellent
leadership in healthcare also entails:
• Consistently high performance in quality, safety, workforce engagement, and
• Dedication of significant time and resources to developing workforce and
leadership talent—excellent leaders create organizations where people want to
work and individuals and families want to access care.
• Demonstration of the impact and influence, collaboration and vision within the
organization and communities that enable sustainable achievement of the six aims
set out by the Institute of Medicine for safe, effective, patient-centered, timely,
efficient and equitable healthcare.
• Adoption of leadership best practices learned from most admired companies:
o Defining critical leadership competencies and grooming internal talent for
future leadership roles
o Managing planned CEO and executive leadership transitions
o Involving the board in managing their human capital strategies
Q: Who will benefit from the NCHL and GE collaborative venture?
A: This collaboration will benefit the healthcare industry by broadly and quickly
deploying leadership training, systems, and tools that enable healthcare leaders to
achieve transformational and sustainable improvements in healthcare efficiency,
quality, and safety. The Institute’s integrated portfolio of leadership education are
designed to address the development needs of frontline managers through senior
executives in healthcare organizations, including professionals across the disciplines
of nursing, medicine, and administration. The leadership and management systems
allow for the deployment of long-term delivery capabilities within healthcare
Q: What is offered through the Institute?
A: The Institute offers an integrated portfolio of offerings designed to create and sustain
leadership excellence. This includes educational programs that develop leadership
competency from frontline to senior healthcare executives in medicine, nursing, and
administration, such as individual and team-based action learning and executive
coaching. As well as leadershipo and management services such as individual, team,
and organizational assessments, strategic human resources and governance
alignment, strategic operating planning and review, talent selection, review, and
identification, performance management, process improvement, and change
management; and .in-depth, onsite guidance and expertise.
New educational programs offered this fall are the Advanced Leadership Development
Program, Strategic HR and Essentials of Leadership Excellence. Additional information
about NCHL and GE’s Institute offerings can be found at www.nchl.gehealthcare.com.
Q: Why have NCHL and GE Healthcare joined forces to create the Institute?
A: Combining the renowned capabilities of both organizations provides a more
comprehensive solution at a time when the demands on healthcare leaders are
intensifying and industry pressures are escalating. Our aim is to ensure that leaders
are equipped to meet these growing challenges.
Q: What does each organization bring to NCHL and GE’s Institute for Transformational
A. Each organization brings unique attributes to this collaboration.
NCHL possesses deep expertise in the area of healthcare leadership, benchmarking
and research. NCHL has a history of successfully designing evidenced-based
healthcare leadership initiatives aimed at transforming organizations to achieve
performance excellence. Its expertise is in the research, design, and rapid
deployment of programs, outcomes assessment and broad dissemination through
publications, symposia, and collaboration with national organizations, making it one
of the leading authorities on healthcare leadership development.
GE has been widely recognized as one of the most admired companies in the world,
and has successfully developed strong leaders while maximizing business results
through well-defined management systems. GE Healthcare’s Performance Solutions
business has established a track record of delivering a broad range of professional
services and sustainable results to healthcare organizations. Customers have
benefited from consulting engagements that focused on process improvement,
leadership development, and operational excellence.
Q: What sets NCHL and GE’s Institute apart from other efforts in the industry?
A: The Institute for Transformational Leadership combines world-class practices of
leadership development with evidence-based management approaches and expertise
specifically for healthcare.
The comprehensive, team-based programs and services focus on carefully researched
solutions that demonstrate improvement in leadership and organizational
effectiveness. They incorporate the values-based, mission-driven goals of healthcare
with global best practices required for talent management and organizational
Q: What role does leadership play in organizational performance?
A: Strong leadership is the fulcrum for change and the foundation for an organization to
perform at its best. It is not a top-down approach, but one that leverages the
strengths of all people in the organization.
Great leadership ensures that the right talent is doing the right job, and enables great
performers to excel, less experienced people to learn more quickly and competent
people to perform even better.
Research across industry sectors has demonstrated that high achieving organizations
had two common characteristics: a well-developed leadership succession plan and
Q: Who will be the faculty for the leadership education programs?
A. Faculty will include industry and academic thought leaders, healthcare experts, and
leading instructors from GE Healthcare’s Performance Solutions, GE’s Crotonville
facility, and NCHL.
Q: Your release mentions that healthcare must raise the bar of performance. What do
you mean by that, and how do you know that healthcare has not been performing
A: We have seen many great incremental improvements in healthcare focused on issues
such as quality of care, patient safety, access, and care innovations, but our opinion is
that the magnitude of healthcare’s challenges requires a bigger ‘leap’ or
transformation. Healthcare leaders today are doing great work with the resources
available to them, but the broad and deep change that we all hope to see may require
more. Our quest is to bring a wider set of solutions and resources to assist in driving
organizational change further and faster than they have been able to do in the past.
Recent reports from the Commonwealth Fund and the Agency for Healthcare
Research Quality provide further evidence that transformational change is necessary
across our healthcare system. These reports reveal serious challenges and the inability
to spread and sustain best practices in many cases:
• In 2004 ACHE study, only 21 percent of 722 hospitals reported that succession
planning was done routinely
• A 2006 Witt/Kieffer study of healthcare CEOs show that only 10 percent are
extremely confident that the next generation of healthcare leaders is up to the
task of assuming reins of leadership
• 40 percent of Chief Nursing Officers are expected to turnover in five years with no
succession planning in place
• In hospitals, median length of transition between a successor being named and
assuming the CEO role was 12 months
• Average annual nurse vacancy rate is 11 percent and turnover is 18 percent
• 89 percent of CEOs report nursing workforce shortages
• By 2010, 2.8 million nurses will be needed, but only 2 million will be in the
Q: What are some of the benefits you anticipate from this effort?
A: We anticipate that our programs and services will drive the following outcomes:
• Improved quality, safety, and efficiency
• Improved customer/patient satisfaction
• Improved workforce engagement
• Improved team performance
• Increased focus on effective and sustainable talent management resulting in the
ability to attract and retain talented individuals,
• Implementation of best practices, such as succession planning, change
management, performance management, process improvement, and governance