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Putting pardigms into practice



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  • 1.       Putting  New  Paradigms  into  Practice:   Transatlantic  Lessons  in  Population  Health  Improvement     Developing  Leadership  for  Population  Health  Improvement     November  8,9,  &  10,  2011     University  of  Wisconsin  Union  South   University  of  Wisconsin-­Madison   Madison,  WI,  USA      Purpose  of  the  Meeting    The  purpose  of  this  meeting  is  to  learn  how  we  can  better  identify  and  train  leaders  for  population  health  improvement.    Through  dialogue  with  knowledgeable  observers,  leaders  of  innovative  health  initiatives,  and  experts  on  leadership  development,  we  will  lay  the  foundation  for  planning  and  implementation  of  new  methods  of  public  health  education  and  training.        The  meeting  will  be  highly  interactive,  as  participants  consider  the  following  general  questions:     • What  are  the  most  important  threats  to  population  health  and  what  are  the  most  appropriate   strategies  for  addressing  them?     • What  can  public  health  leaders  and  advocates  do  to  engage  government,  health  systems,  business,   mass  media,  and  the  general  public  in  efforts  for  population  health  improvement?     • What  are  the  key  factors  that  determine  the  success  or  failure  of  initiatives  for  population  health   improvement?     • What  knowledge,  skills,  and  strategies  are  needed  for  effective  leadership  in  population  health   improvement?    How  can  leaders  simultaneously  improve  the  performance  of  their  own   organizations  and  build  multi-­‐organizational  partnerships  for  health  improvement?        Background:  The  Need  for  Intersectoral  Leadership  and  Action    There  is  increasing  acceptance  of  the  view  that  the  health  of  the  public  must  be  considered,  and  pursued,  by  institutions  and  leaders  in  all  sectors  of  society.    The  new  paradigm  of  “health  in  all  policies”  is  a  product  of  extensive  research,  experience,  and  cross-­‐national  learning:       • It  recognizes  the  enormous  physical,  mental,  and  economic  burdens  associated  with  chronic   disease  and  preventable  injuries       • It  reflects  greater  understanding  of  the  social  determinants  of  health  and  targets  the  root  causes  of   death,  disease,  and  disability    
  • 2.       • It  emphasizes  the  importance  of  designing  policies,  systems,  and  environments  that  can  better   protect  individuals  and  make  healthier  behaviors  easier     • It  depends  upon  participation  beyond  the  confines  of  traditional  public  health  agencies  and  health   services.        To  achieve  the  dual  objectives  of  sustaining  population  health  improvement  and  containing  the  costs  of  health  care  services  will  require  actions  and  resources  from  outside  of  public  health,  through  “whole  of  government”  and  intersectoral  initiatives.    But  who  will  lead  such  initiatives?    Do  we  have  the  right  types  of  leaders,  in  the  right  places,  and  in  adequate  numbers,  at  this  critical  time?    Jim  Collins  identified  leadership  as  a  crucial  factor  in  his  book,  Good  To  Great:  Why  Some  Companies  Make  the  Leap  .  .  .  and  Others  Don’t.    He  subsequently  wrote  a  short  monograph  on  going  from  good  to  great  in  the  social  sectors.    Collins  emphasizes  that  “business  thinking  is  not  the  answer”  in  the  social  sectors.    He  recognizes  that  social  sector  leaders  often  need  to  build  and  work  within  a  network  and  set  of  organizational  partnerships,  whereas  business  leaders  sit  at  the  top  of  a  relatively  fixed,  hierarchical  organizational  structure.        In  both  for-­‐profit  and  non-­‐profit  organizations,  “Level  5  leadership”  is  a  key  component  of  moving  from  good  to  great.    Collins  describes  a  Level  5  leader  as  one  who  demonstrates  “a  unique  blend  of  personal  humility  with  professional  will,”  seeks  to  set  up  one’s  successors  for  success,  gives  credit  to  others  for  successes  while  taking  responsibility  for  poor  results,  and,  crucially,  makes  the  “right  decisions  happen.”    A  Level  5  leader  outperforms  leaders  at  Levels  1-­‐4:       Level  4  Effective  leader:  catalyzes  commitment  to  and  vigorous  pursuit  of  a  clear  and  compelling  vision,  stimulating  higher  performance  standards   Level  3  Competent  manager:  organizes  people  and  resources  towards  the  effective  and  efficient  pursuit  of  predetermined  objectives   Level  2  Contributes  individual  capabilities  to  the  achievement  of  group  objectives  and  works  effectively  with  others   Level  1  Highly  capable  individual:  makes  productive  contributions  through  talent,  knowledge,  skills,  and  good  work  habits    To  be  successful,  an  organization  needs  an  appropriate  mix  of  leaders  at  levels  1,  2,  3,  and  4.    Collins  concludes  that  the  key  difference  between  a  good  and  a  great  organization  is  that  the  latter  has  a  Level  5  leader,  who  is  often  an  unassuming  personality  with  a  low  public  profile.      So,  how  we  can  better  identify  and  train  Level  5  leaders  for  population  health  improvement?    How  do  we  develop  more  effective  leaders  within  the  field  of  public  health,  and  how  do  we  educate  and  recruit  Level  5  leaders  from  outside  of  public  health  to  join  us  as  partners  in  intersectoral  initiatives?      
  • 3.    Day  1,  November  8,  8:30-­‐12:20   Time   Topic   Key  Questions     Speaker   Duration  8:30am   Welcome  and  Preview     Tom  Oliver   10  min  8:40am   The  Public  Profile  of   1.  Do  you  think  public  health  issues  are   Nick  Ross   60  min   Public   receiving  appropriate  attention  from   Health:Implications  for   government,  the  general  public,  and   Leadership  Development   mass  media?    Why  or  why  not?     2.  Can  you  give  any  examples  of  public   health  issues  that  were  addressed   particularly  well  or  particularly  badly,   and  why?     3.  What  makes  an  effective  leader  in   public  health  or  health  more  generally?     4.  What  are  the  characteristics  of  any   leaders  (in  whatever  context)  that  you   have  particularly  admired,  and  why  have   they  been  effective  in  achieving  their   goals?   9:40am   Why  Do  We  Need  Level  5   1.  What  types  of  action  are  needed  for   Kevin  Smith   80  min   Leadership  in  the  UK?   population  health  improvement  in  the   &  Response   U.K.?       from  Sian     Griffiths   2.  What  knowledge,  skills,  and  strategies   are  best  suited  to  lead  intersectoral   initiatives?    11:00am   Break   20  min  11:20am   Why  Do  We  Need  Level  5   1.  What  types  of  action  are  needed  for   Julie  Willems   60  min   Leadership  in  the  US?       population  health  improvement  in  the   Van  Dijk   U.S.?         2.  What  knowledge,  skills,  and  strategies   are  best  suited  to  lead  intersectoral   initiatives?  12:20pm   Lunch  (Served  at  Union  South)  
  • 4.    Day  1,  November  8,  1:20-­‐5:00   Time   Topic   Key  Questions     Speaker   Duration  1:20pm   Afternoon  Preview     Darren   10  min   Shickle  1:30pm   Corporate:  Employee   1.  How  does  the  strategy  underlying   Cara  McNulty   60  min   Wellness  for  Target   the  Minnesota  State  Health   Corporation   Improvement  Program  compare  to  the   strategy  for  improving  employee   health  for  Target  Corporation?  (or,   more  generally,  how  do  government-­‐ led  strategies  for  population  health   improvement  compare  to  corporate-­‐ led  strategies?)     2.  What  is  the  business  case  for   population  health  improvement?     3.  What  is  required  for  leadership  in   and  from  the  business  community?  2:30pm   Break   20  min  2:50pm   NYC  Active  Design   1.  What  are  the  key  elements  in  the   Karen  Lee   60  min   Guidelines,  Leadership,   development  and  implementation  of   and  Public  Health   the  NYC  Active  Design  Guidelines?    2.  What  are  the  lessons  learned  about   leadership  from  the  Active  Design   Guidelines  process?  3:50pm   Public  Health  Advocacy:   1.  What  was  the  situation  in  Lithuania   Aurelijus   60  min   Coalition  Building  in   that  led  up  to  the  need  for  broad-­‐based   Veryga   Lithuania   coalition-­‐building  to  create  new  action   on  alcohol  and  tobacco  control?     2.  How  was  the  coalition  built  and  who   were  the  key  leaders  enlisted  in  doing   so?     3.  What  is  the  scope  of  organizations   that  are  coalition  members?   How  did  the  coalition  develop  support   within  the  government  for  action?  4:50pm   Wrap  Up   Tom  Oliver   10  min      
  • 5.  Day  2,  November  9,  8:30-­‐1:00   Time   Topic   Key  Questions     Speaker   Duration   8:30am   Morning  Preview     Tom  Oliver   10  min   8:40am   Community:  Lindsay   1.  How  did  community  leaders  come  to   Sharon   60  min   Heights  Neighborhood   focus  on  health  as  an  important  aspect  of   Adams   Health  Alliance   reviving  the  Lindsay  Heights   neighborhood  in  Milwaukee?     2.  What  partners  are  needed  to  achieve   the  Health  Alliance’s  goals?     3.  How  do  community  members  and   local  leaders  establish  priorities  and   assign  responsibilities  for  action?     9:40am   Promising  Partnerships   1.  How  do  intersectoral  partnerships   Sylvie   60  min   for  Population  Health   exemplify  the  “health  in  all  policies”   Stachenko   Improvement  in  Canada   paradigm?     2.  What  leadership  roles  and  skills  are   required  to  sustain  and  replicate  these   partnerships?  10:40am   Break   20  min  11:00am   Intro  and  Overview     Ken   10  min   Zakariasen  11:10am   Knowledge,  Skills,  and   1.  What  are  the  essential  components  of   Cary   90  min   Strategies  of  Level  5   emotional  intelligence,  and  what  is  the   Cherniss   Leaders   relationship  between  emotional   intelligence  and  leadership   effectiveness?     2.  Are  there  differences  in  the  levels  of   emotional  intelligence  between  Level  5   leaders  and  lower-­‐level  leaders,  and,  if   so,  are  these  differences  generally   “across-­‐the-­‐board”,  or  are  there   particular  areas  of  emotional   intelligence  where  the  highest  level   leaders  clearly  excel?     3.  What  is  the  emotionally  intelligent   workplace  or  organization,  what   difference  does  it  make,  and  how  does   the  effective  leader  promote  and   facilitate  higher  levels  of  emotional   intelligence  in  their  organization?  12:40pm   Lunch  (Served  at  Union  South)    
  • 6.  Day  2,  November  9,  1:40-­‐5:00   Time   Topic   Key  Questions     Speaker   Duration     Afternoon  Preview         1:40pm   Knowledge,  Skills,  and   1.  How  should  we  train  individuals   David  Altman   90  min   Strategies  of  Level  5   (or  groups)  to  be  leaders  in  multi-­‐   Leaders   sector  partnerships,  systems  change   and  population  health   improvement?     2.  What  differentiates  top-­‐level   leaders  in  their  approach  to  making   high  impact  change,  as  compared  to   others?       3.  What  skills  or  strategies  are  used   by  leaders  in  a  given  sector  that   should  be  adopted  by  leaders  in   other  sectors  for  the  sake  of   promoting  healthier  populations?     4.  How  do  leaders  recruit  team   members  (to  their  own   organization,  and  as  partners  from   other  organizations)  and  what   information  do  they  need  to  create   and  implement  intersectoral   policies,  programs,  and  practices?   3:10pm   Break   20  min   3:30pm   Profiling  a  Level  5  Leader:   1.  An  exceptional   Ken   90  min    Larry  Meskin   leader/mentor/colleague  and   Zakariasen,   friend:  What  does  over  35  years  of   Tony   close  association  and  observation   DeAngelis,     tell  us  about  the  nature  of  a  Level  5   leader?     5:00pm   Wrap  Up   Tom  Oliver   15  min  
  • 7.    Day  3,  November  10,  8:30-­‐2:00   Time   Topic   Key  Questions     Speaker   Duration   8:30am   Morning  Preview     Tom  Oliver   10  min   8:40am   Promising  Institutional   1.  What  are  the  most  promising  forms  of   Scott  Greer   60  min   Forms  of  HiAP  in  Europe   “health  in  all  policies”  strategies  in   Europe?     2.  Where  is  effective  leadership  coming   from,  where  is  it  lacking  at  this  time?   9:40am   Review   1.  What  did  we  learn  about  types  of   All   60  min   leadership  development  needed  for   population  health  improvement?  10:40am   Break   20  min  11:00am   Models  for  Leadership   1.  What  further  research  do  we  need  to   All   75  min   Development   do  on  leadership  training  and  where  are   the  current  gaps?     2.  What  models  should  we  be  looking  at?  12:15pm   Lunch  (Served  at  Union  South)   1:15pm   Planning  Next  Steps   1.  What  are  the  next  steps  for  research,   All   60  min   program  development,  and   implementation?   2:15pm   End     This  meeting  is  collaboratively  supported  by  the  following  institutions