Putting pardigms into practice Document Transcript
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
• 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?
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)
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? www.nyc.gov/adg 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
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)
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
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