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A: We anticipate that our programs and services will drive ...
A: We anticipate that our programs and services will drive ...
A: We anticipate that our programs and services will drive ...
A: We anticipate that our programs and services will drive ...
A: We anticipate that our programs and services will drive ...
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A: We anticipate that our programs and services will drive ...

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  • 1. 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 financial results. • 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? 1
  • 2. 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 organizations. 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 Leadership? 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 2
  • 3. 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 excellence. 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 team-oriented leadership. 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. 3
  • 4. 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 well? 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 workforce Q: What are some of the benefits you anticipate from this effort? 4
  • 5. 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 effectiveness 5

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