2018 Gimme SHELDR! Preparing Strategic Minded Leaders!

ACHE Seminar #20:
Gimme SHELDR!
Prepping for
Strategic Health
Leadership
(SHELDR)

Faculty, Disclosure, Disclaimers … Introduction
• Douglas E. Anderson, DHA, MBA, LFACHE
Healthcare Consultant and University Adjunct Faculty
Owner, Strategic Health Leadership (SHELDR) Consulting Group
3567 Paynes Ford Road
Martinsburg, WV, 25405-3034
Douglas.E.Anderson57@gmail.com
• David E. Womack, MHA, FACHE
SVP, Area Manager - Kern County
Kaiser Permanente
5055 California Ave., #240
Bakersfield, CA 93309
David.E.Womack@kp.org
2
Disclosure and Disclaimer: Douglas E. Anderson and David E. Womack have no
relevant financial relationships with commercial interests to disclose. The faculty’s
opinions are their own and do not represent an official position of their organization.
Any publications, commercial products or services mentioned in this presentation are
for recommendations only and do not indicate an endorsement.

Administration and Workbook
3
A Great Way to Gather and Organize Your Thoughts and Ideas For Action!

Learning Objectives: Fast, Interactive, Fun …
4
• Introduce Strategic Health Enterprise Leadership competencies
– Understand why strategic health leadership is imperative
– Cite ways to develop strategic “minded” leaders at all levels earlier
• Assess yourself using the Strategic Health Enterprise
Leadership (SHELDR) competencies (17) model and framework
• Apply ideas to “begin or refine” the development of:
– Leadership philosophy (PLP)
– Leader development plan (LDP)
• Grids: summary & suggestions to build
your SHELDR development plan
– “Smorgasbord” style …pick-n-choose
“I could’ve been a better active listener, however I caveat that with the need to be able to sort
through the signal-to-noise and chaff such as competing agendas and tribesman-ship. I had
to make the right decisions” ~Study Participant

Agenda: You Can Get There From Here!!
• Session #1: The Study
– Starting Point
• Session #2: The Model
– Insights from Senior Leaders And Experts
• Session #3: Self Assessment
– Complete “Honest” Self-assessment
• Session #4: Personal Leadership Philosophy (PLP)
– Develop Leadership Philosophy Outline
– Consistency of character, messaging, storytelling
• Session #5: Leader Development Plan (LDP) / Wrap Up
– Fine Tune Leader Development Plan
– Open discussion and Summary
– Seminar Critiques
5

Session 1: Introduction
6
• The Study
• Learning Activity
• Leader Development Gaps
• Grid: Summary and
Developmental Ideas

Opportunity, Proposition, the Study
• Opportunity:
– Master “dynamics” of health system transformation issues
– Gain “how to” insight from successful strategic leaders
• Proposition: Better Strategic Health Leadership = Success
– Study of senior health leaders results in improved
strategic “minded” leader development and mentoring
– Leads to transforming the health system at all levels
• The Study: Comprehensive Literature Review/Qualitative
– Synthesis of strategic leadership issues/skills
– Interviewed 14 cohort of strategic health system leaders
• 9 Q: Top 5 competencies applied? Wished you had more of?
– Findings compared and contrasted to panel of experts
– Identify strategic health leader development actions for individuals and organizations
7

Learning Activity: Team Up, Warm-Up
Process: Pair Up =>Answer => Check-in => Discuss => Share Partner’s Answer
8
What’s Your Definition of a Strategic Leadership?
What’s Your Definition of Leader Development?
Stretch!-- initiative or “big” idea your organization needs
to develop, revive, kick start, or follow-through on?
“I was always looking for gaps and seams in the process or
between functions. ” ~Study Participant

Leaders Recognize Gaps in Leader Development
and the Need to Create Better Leadership Models
• Harvard : Center for Public Leadership Poll:
– 70% of Americans blame leaders for economic decline
• Deloitte Business C-Suite Leadership Confidence Survey:
– Direct reports don’t have right skills for greater leadership roles
• ACHE Surveys / Professional Development Task Force reports:
– Leader development programs vary in scope
– ½ had or thinking of creating leader development program
– Competencies lack soft skills: visionary and transformational
• Federal health level studies & focus groups recommended
developmental improvements on leadership competencies:
– Understand context of how organizations or health systems
succeed in a complex global health environment
– Develop collaboration skills across organization boundaries
– Identified 12 skills for success at corporate / interagency levels
• Conclusion: Outdated leadership models … “sketchy” leader development
I experienced poor leadership early on...my mentor helped me. I decided, if I stayed in the [Service] I
would be the leader everybody expects to have” ~Study Participant
Transformational
Collaborative
Complexity
9

10
Grid 1: Summary and Developmental Ideas
Leader Development Initiatives – Circle 1
 Create informal or formal mentoring program to
facilitate integrating org. and individual needs
 Set aside time for self study, reflection, journaling
 Volunteer: CQI initiative or community project
 Practice / focus on 1 competency--active listening,
critical systems thinking, building trust--for 1 year
 Start monthly book/article/brief discussion session
Resources to Sustain Development
 Free Subscription: Mind Tools-Leadership and
management Tips and Templates delivered via email:
https://www.mindtools.com/
 National Center for Healthcare Leadership (NHCL):
http://www.nchl.org/ -- transformational leader skills
 Center for Creative Leadership (CCL):
https://www.ccl.org/ - many reports on leadership
 Health Intelligence Network (HIN): http://www.hin.com/
 Smartbrief: http://www.smartbrief.com/subscribe
Recommendations – Circle 1
You decide …4
2
3
1

Session 2: The SHELDR Model
11
• Introduction of
Strategic Health
Leadership
(SHELDR) Model
• Summary and
Developmental Ideas

Strategic Health Enterprise Leadership (SHELDR) Model
Competency Framework – “A System of Competencies”
12
Component Element Description
A. Integrates
Needs of Others
and the
Organization
1. Actively Listens To Others
2. Develops Leaders and
Teams of Leaders
3. Celebrates
4. Stewardship of Resources
B. Encourages
Aspirational and
Innovative
Thinking.
1. Critical Thinker
2. Applies Systems Approach
3. Challenges Status Quo
4. Creates a Culture of
Innovation
C. Informs,
Inspires, and
Influences
1. Develops Vision
2. Communicates
3. Leads Change
4. Empowers Others
D. Promotes
Professionalism
and Builds
Character
1. Collaborates
2. Applies Ethics
3. Develops Trust
4. Life Long Learner
5. Resilient and Optimistic
1. Foundation (Literature Review):
Strategic-level leadership references only
Bass Transformational Leadership Model
(BTLM) is most reliable, used, validated,
and criticized model … shortcomings
2. Method (Qualitative Research):
Analyzed 76 references for themes
Categorized 2,045 words/phrases into core
competencies on strategic leadership
Enhanced with Complexity and
Collaborative leadership theories
3. Crosscheck With Similar Leaders:
Analyzed 22 interviews of CEOs or CEO
equivalents published in the Journal of
Healthcare Mgmt., ACHE, 2010-2015
Incorporated results into SHELDR model
4. Basis for interviews

Learning Activity: Are You Challenging The
Status Quo and Your Own Status Quo? …
13
Strategic Minded “SHELDR-Like” Questions
1. What’s our aspiration for this initiative?
2. What are the possibilities? Benefits?
3. How will we execute our plan?
4. What infrastructure or capabilities are required?
5. How will we measure success?
6. What main SHELDR competencies apply?
Opportunity: Your CEO catches you in
the hallway … “An influential provider
and stakeholder suggested _____ as a
means to improve _______ and serve as
an exemplar … Bring me your ideas and
short plan … in the AM ok?”

Competencies Participants Applied During Their Formative
(Crucible) Years, Then Accomplishments Later in Career
“I love turbulence. Turbulence brings opportunity. I’m convinced the skills I learned as a safety and acquisition
officer helped me with the MHS (Quality of Care, Reliability, and Patient Safety) review” ~Study Participant
14

15
 Align leader development with strategy/initiatives
 Seek formal education or certificate
 Request challenging new work assignment
 Acquire real constructive feedback from mentor
 Increase emphasis on “immersive” on-the-job
learning with “stretch” experiences or projects
 Establish leader development practicum
 Physician Leadership Development White Paper:
http://nchl.org/Documents/Ctrl_Hyperlink/NCHL_Phy
sician_Leadership_Development_White_Paper_Final
_05.14_uid6192014202392.pdf
 Harvard Business Review “Smart Brief on
Leadership”: https://hbr.org/
 Medical Group Management Association (MGMA):
http://www.mgma/org
 Amer. Org. Nrse Execs (AONE): http://www.aone/org
Recommended Reads – Circle 1
You decide …

Session 3: Competencies Assessment
16
• Learning Activity:
– Self Assessment
– See Workbook
• SHELDR Study Insight
• Developmental Ideas
• Summary

Learning Activity: Complete SHELDR
Competency Self Assessment (see supplement)
17
• Step 1: Do the Assessment
– Reference competencies
• 4 SHELDR Categories (A-D)
• 17 Total Competencies
– Refer to scoring items
• Novice | Improve| Aspire| Sustain
• 1 2 3 4
– Score each statement
– Total score by Category (A-D)
– Catch your AhHas, Ideas, Insights
• Step 2: Transpose Scores
• Step 3: Circle Category
• Step 4: Prepare to share
your assessment
Step 1 (4x)
Step 3
Step 2

Check In: Being Honest? Have A’ha Moment?
Actionable Insight? See a Pattern? Connect a Dot?
18
50 CEOs. 1 Million Words.What We've
Learned From Health Care's C-Suite
December 21, 2017
Becoming CEO isn't about height, weight, gender, skin color or Ivy League-pedigreed
diploma … it is about the behaviors one can choose, control, and create.
1. Aggressive Learners: Questioners. Tinkerers. Collaborators
2. Found Psychic Equilibrium: high-ego vs humble enough to learn and lead
3. Prioritized Process Over Destiny: sought out variety complex assignments
4. Jumped Into Traffic: Wanted the hard assignments and to be close to the fire.
5. Share A Darwinian Adaptability: anticipate and adapt; think long term
6. Expressed Immense Gratitude: mentors and others they had along the way

Learning Activity: Step 4: Discuss Score and “A’Ha”
Ideas With Partner, Be Prepared to Share w/ Audience
19
Being Honest? Have an A’ha Moment? Catch an Actionable
Insight? See a Pattern? Connecting a Dot? Write it down!

Competencies Applied by Participants and What
Experts Observe Most Often (~Top 5)
“ I selected TRUST as #1; it is an outcome of developing an alternative future, influencing others to
be part of the solution, and helping them succeed as leaders” ~Study Participant
Participant14
Participant12
Participant1
Leaders Differed
20

21
Recommended Reads – Circle 1Leader Development Initiatives – Circle 1
 Sponsor biannual “speed mentoring” event
 Use health related movie to stimulate dialogue on a
specific issue, team building, or competency
 Combine “hard and soft competencies” for
“experiential learning” such as scenario analysis
 Mentoring assignments: assume responsibility for
student interns or fellows; having administrative
supervision of staff; conducting 360° feedback
 Startup assignments: starting and implementing a
substantial new initiative, service, or product line
 Repair assignments: address problems someone else
created in a division, department, or process
 Health Ratings: http://www.countyhealthrankings.org/
 Kaiser Health News: http://khn.org/
 Health Affairs Blog: http://healthaffairs.org/blog/
 Robert Wood Johnson Foundation: http://www.rwjf.org/
 Commonwealth Fund: www.commonwealthfund.org
You decide …

Session 4: Importance of a Personal
Leadership Philosophy (PLP)
22
“Between stimulus and response, there is a space. In that space is our power to choose our
response. In our response lies our growth, freedom, and character.” ~Victor Frankl
• Why A Philosophy
• Learning Activities
– A: Brainstorm
– B: Write
– C: Share
• Benefits
• Summary

What is and Why Develop a Personal Leadership
Philosophy (PLP)?
• Answers the critical questions:
– WHO AM I AS A LEADER?
– WHAT DO I BELIEVE?
– WHAT DO I STAND FOR?
– WHY DO I BELIEVE X and NOT Y?
• Introspective investigation:
– Explore and reflect on your values, assumptions,
experiences and beliefs
– Formulate your principles, knowledge, conduct
• Outcome: Written foundation to guide actions, behaviors,
thoughts, aspirations
– Provides centeredness and character
– Supports consistent messaging and storytelling
– Enhances authenticity and resilience
23

Crucibles: Events & People Shaped The
Participant’s Leadership Earlier Rather Than Later
• 24% of the participant’s crucibles
happened in early-mid career
• 28% had help of influential individuals
• Most participants were developing
their SHELDR competencies early on
informally and formerly
• System approach, critical thinking, life
long learner, challenge the status quo,
and strategy execution accounted for
42% of the SHELDR competencies
applied throughout formative years
“As I reflect back, I really hadn’t realized how much my leadership skills were being developed
… I was just doing my job to the best of my ability … ” ~Study Participant
24

Learning Activity A: Brainstorm (to Yourself) to
Build an Outline for this activity
Starting Points For Personal Leadership Philosophy
• Values: Which values do you refuse to compromise?
Consider grounds for quitting?
• Principles: How comfortable are you with who you are?
What are your principles of leading?
• Beliefs: What is my reason for being beyond my paycheck
and bonus?
• Behaviors: What is the single most important competency
to you? Why this competency?
• Attitude: Am I opportunistic, a healthy skeptic, or risk
adverse? Early adopter? Fence sitter?
• Theory: What is your theory of business?
• Leader Development: What’s your plan to coach, guide,
and mentor your team?
• Aspirations: What is your vision? Purpose?
25
Choose 1-3 Areas Below To Define YOU in the Context of the SHELDR model!
Example Only

Check In: Stuck? How About Alignment With Your
Organization Mission & Vision? Something Enduring?
26

Learning Activity B: Imagine 1 Scenario ...Write It Out
Tips
• Write from the Lip-
Brain- heart-n-soul!
– Get it on paper!
• Go beyond proverbial
“Mission 1st, People
Always” clichés
– Don’t sound hollow!
• You decide the format:
– 2-3 paragraphs or
– 10-12 statements
Select 1, begin writing
1. Selected for highly visible
system wide project
2. An interviewer asks you to
describe your leadership style
3. As a new ____ you must
provide guidance and
expectations during new staff
orientation (Qtrly)
4. The CEO sits down with you
at lunchtime, asks, “So,
what’s your story …”
27

Check In:
See The Value …
2828
How I Think, Act, and Decide
• Leadership is a life long developmental journey.
• We balance work, success, and recharge time.
• I help people capitalize on their strengths and talents.
• Leader development is example, enthusiasm, passion.
• Integrity is a make or break proposition responsibility.
• I respect diversity of talent and different perspectives
• I strive to actively listen with respect and gratitude.
• I’m a staunch advocate for community health
integration, innovative thinking, and action
Feedback Always Welcome!
CEO-X: What I Believe
I believe universal coverage will improve health the
most, and ultimately, be more cost effective than
leaving millions without care. I also believe it is a
legitimate role of government to shape competitive
markets for the good of society - especially the
healthcare market. And where there are no private
competitors in a market I believe it is a legitimate
role for government to provide coverage.
28

Learning Activity C: Share Your Philosophy
With a Team Member and Possibly the Group
29
Facilitative Questions
• What is your vision and purpose?
• What values need to be added?
• Did you clarify your theory of business?
• Does it describe you or someone else?
• Do you have a purpose beyond your paycheck
or bonus?
• Can you practice your principles?
• What is the single most important leadership
competency or strength?
• What’s your plan to coach, guide, and mentor
your team? Yourself?
Is This Really Me (You)?
“A culture of innovation constitutes the reservoir foreseeing the future, challenging the status quo, and generating
meaningful change. If it does not exist, they must create it. If they don’t, they will fail, and do” ~EPMx

Resilience Feeds Your Character, Reinforces Who
You Are, Creates the Authentic, Stronger You!
• Responses varied on the set back types; very emotional and personal
• What was clear was how many reached for their faith, clung to their ethics
and standards, engaged in self “positive” talk to become more resilient
30

Benefits of a Personalized Leadership Philosophy
• Causes self-reflection, signals seriousness
– Provides personal clarity and objectivity
– Provides courage, confidence, conviction
• Makes followership and collaboration easier
– Provides predictability of direction, accountability,
expectations, and decision making
• Makes your messaging and storytelling easier
– Align with organization or community’s higher calling
– Causes you to mean what you say and follow through
• Builds character: centered, grounded, authentic, resilient
• Assures you (and others) won’t get lost in a dynamic world
31
.

32
 Go on a personal retreat to do some self reflection
 Begin the practice and art of mindfulness to focus
 Conduct 360 or MBTI assessment; do it again
 Establish a lessons learned process after major initiative
 Acquire an executive coach – in person or remotely
 Start a journal for personal change and commitment
 MBTI: http://www.myersbriggs.org/myers-and-briggs-foundation/
 EQ Quiz: https://www.ihhp.com/free-eq-quiz/
 Standout 2.0 Assessment: https://www.tmbc.com/standout-2-0-
assessment/
 What’s Your Enneagram: https://www.enneagraminstitute.com/
 Future Leaders: https://www.bkconnection.com/books/title/future-
leadership-skills-indicator
 Benchmarks 360 Suite: https://www.ccl.org/lead-it-yourself-
solutions/benchmarks-360-assessment-suite/
 Leadership Caffeine--Ideas to Energize Your Professional
Development: https://artpetty.com/category/leadership-caffeine/
You decide …

Session 5: Leader Development Plan (LDP),
Discussion and Wrap-up
33
• Challenge of Leader Development
• Educational Gaps
• Open Discussion
• Summary and Developmental Ideas

Front-Line Health
Leaders
Senior
Leaders
Managers of
Managers
Operating
Cycle
Strategic
Alignment
Performance
Management
Talent Review
& Succession
Values &
Competencies
Recruitment
& Selection
Learning &
Development
Nursing Medicine Allied Health Administration
Source: National Center for Healthcare Leadership (NHCL)
Abundance of Leader Development Models,
Theories, Programs (Secret Sauces?) Exist
Many Organizations
Have Great Models,
Frameworks And
Competencies …
The Hard Part Is
Actually Developing
A Personalized
Leadership
Development Plan
… And Developing
Leaders
Leader
Development
Programs
“Equip”
Healthcare
Leaders To
Be
Successful
Throughout
Their Careers
34

Learning Activity: Therapy Session .. Wake Up Call?
Crucible of Experience? Growth Moment? Thoughts?
• Think about a leader you know
– “Positive” traits, attributes, actions,
imperfections? OR
– Toxicity to create a “toxic” experience?
How? Why? Impact?
• Ask yourself about your personal crucible:
– Why did I choose a ”positive” or “toxic”
leader or situation?
– What are my assumptions?
– What influenced my assumptions?
– How will I perform in a more dynamic
environment?
How do I avoid being a TOXIC LEADER?
35

Competencies Participants Wish They Had More
Of / What Experts Say SHELDRs Need More Of
“Building and sustaining trust allows
for movement forward of the entire
team. This action helps the leader to
overcome resistance to change and
meld the diversity of individual talent
throughout the organization.” ~EPMx
336

Gaps: Initial Education Programs Are the
Foundation to Becoming a Life Long Learner
Interviews by Dr Regina Herzlinger, Harvard University, Author of Who Killed Healthcare and Consumer Driven Healthcare
Analysis of Curricula
Vs.Analysis of CEO “Concerns”
“25% of the CEOs noted they were dissatisfied with traditional health care administration education so they
developed their own training programs; would rather hire and train good candidates with little health-related
education than accept the “ready-made” graduates of most academic programs.” ~from the Survey
37

Expert Panel Member (EPM) Recommendations on
How to Develop Strategic Health Leaders
• Strategic leader development requires focus on critical thinking, removing
individual blinders, creating the future and exposure to complex projects.
• Self development & coaching should be supplemented with introspection
“We take promising executives, expose them to real-world situation or futuristic plans. We provide oversight and a
lifeline to for them to thrive with increasing levels of complexity by pairing them with professional mentors” ~EPMx
38

Learning Activity: Leverage the Future and
Yourself and Share With Your Team!
39
List Developmental Follow On Actions to
Support SHELDR Development
Tonight:
This Week:
1-3 Months:
1-2 Years:
2-3 Developmental Follow On Actions to
Support Your Teams of Leaders or Peers
Within My Control:
Organization Support:
Refer to or identify 1 Major Initiative You
Would like to see Your organization
develop, revive, kick start, or follow-thru on
Your Challenge: create
change! … What can I do
differently or better to
make the greatest positive
impact? … What
development priorities will
give me the greatest
leverage to improve my
SHELDR competencies ?

Check in: Other Creative Ways and Means for
Development? Why Drove Your Choice?
40
“A culture of innovation constitutes the reservoir foreseeing the future,
challenging the status quo, and generating meaningful change. If it does not
exist, they must create it. If they don’t, they will fail, and do” ~EPMx
Source: The
Future of
Healthcare
Leadership, BE
Smith, 2018

Open Discussion: Share Your Development Plans,
Concerns, and Workarounds
41
“Training reinforces the need to search for a specific answer. Development helps individuals recognize the
opportunity, take responsibility, and be creative in their approach to situations opportunities” ~EPMx
Agile Thinking: Anticipate barriers and obstacles
Obstacle or Barrier Solution or Workaround
1.
2.
3.
4.
Who: Resources and Support for Achieving My Goals
How will I draw on my coach, peers and others to track my progress, gather advice
and feedback and support my learning?
Who will I ask to support me? Who do I know who already possesses the
competencies I want to build?
With whom should I share my development plan?
How: Accountability
When will I begin taking action to meet my goals?
When do I expect to see significant progress?
How will I evaluate my progress?
How will I update my development strategy and learning plan? When will I review my
plan with those who helped me create it?
How will I leverage what I learn?
Outcome: Acknowledgement
What will be the impact of meeting my development goals on me and my career?
How will my organization benefit from the changes/improvements I have identified?
How will I celebrate when I meet my goals?
Organizational and Formal
or May Requires Planning
and Resources
On Your Own – Self Help or
Areas You Can Leverage
Coaching and mentoring In-person education and training
Participation in immersion and
observation opportunities
Peer to peer learning
Team-based, collaborative
learning at the system level
Distance Learning courses
Simulations and scenarios Subject matter expert networks
Field trips; take your
subordinates on a tour
Membership in leadership and
learning institutes
“How to” series sponsored by
know leaders, yourself, or peers
Community project volunteer
Read books, book reviews, reports,
and white papers; read a biography
or watch a movie about a famous
leader you admire.
Other self-assessment tools –
on-line
Subscribe to an online leadership
magazine or news service; Email
magazine subscription services
Involvement is a strategic
planning session and role on
new initiative or project
Get involved with a leadership blog;
Chat rooms on a social network

42
Leader Development Initiatives
 Read at least 1 book or article a month or week in a SHELDR
area you want to IMPROVE, ASPIRE TO, or SUSTAIN
 Design and implement a series of team building activities
aligned with initiatives or action plans for your team
 Plan a series of “roundtable” discussions or coaching
sessions using carefully selected articles, movies, or videos
 Create series of customized workshops, webinars, lectures to
develop 2-3 competencies and help others succeed too
 Task force assignments: leading a group forward to achieve a
CQI, HRO, or community project over a finite period of time
 Restructuring/reengineering assignments: get involved in an
emotional staffing or resource reallocation change initiative
 Strategic planning assignments: get involved in assessing a
particular trend, objective, metric, scenario, or future options
 Business case assignments: examine the feasibility of a
service or product; propose plan for implementation
 Take a calculated risk: research, find sponsor, proposal idea
 Serve on a board for community or nonprofit organization to
leverage the social determinants of health for positive effect
You decide …

Seminar Summary … Sustain Your Journey …. Thrive!
43
HEALTH As A National
Strategic Imperative and
Dialogue!
Help Others Develop The
Most Innovative and
Reliable (0 Harm) Health
System to Create the
Healthiest Population In
The World
With Better Equipped
Strategic Minded Health
Leaders (SHELDR)!
Why: Challenge What: AspirationHow: Gimme SHELDR!
A. Integrate Needs of
Others and the
Organization
B. Encourage
Aspirational and
Innovative Thinking
C. Inform, Inspire, and
Influence
D. Promote
Professionalism and
Build Your Character
Now, You Have Some Ideas For Action! … Follow Through! … Tell Your Story!

Recommendations and Feedback
44
Don’t Be THAT Toxic Leader With a Blind Side! Be A SHELDR!
Thrive with Purpose, Passion, Professionalism, Performance!

Douglas E. Anderson, DHA, MSS, MBA, LFACHE
Douglas E. Anderson is a consultant, adjunct professor, and retired Air Force Medical Service
Corps officer. His projects: futuring, strategy and leader development, facilitation of
reengineering processes, and on-line MHA course development. He earned his Doctorate in
Health Administration (DHA) from Central Michigan University (CMU). He is co-author of
Systems Thinking for Health Organizations, Leadership, and Policy, curates an e-magazine:
Strategic Health Enterprise Leadership (www.bit.ly/drqd_sheldr_ezine) and delivers customized
workshops. While on active duty, he served as a CEO, COO, CFO, CIO and Corp. Staff officer
and worked many transformational initiatives. Prior to retirement, he served as the Director of
Strategic Communication for the AF Surgeon General (SG) and spent one-year helping the
Afghanistan National Police build their health system. He is a Fellow in the American College of
Healthcare Executives and Chairman of the Air Force Medical Service Corps Association.
Phone: 703-282-7669. Email: Douglas.E.Anderson57@gmail.com, Twitter: @Doug_Anderson57
.
45

David E. Womack, MHA, FACHE
David Womack is the Senior Vice President, Area Manager for Kaiser Permanente in Kern
County. Prior to joining KP in 2011, he served as the CEO of Whitman Hospital in Colfax WA and
COO of Greenville Regional Hospital in Greenville IL. David is a retired Colonel of the USAF
Medical Service Corps. He holds a Master's Degree in Strategy & Leadership from the Air Force
War College, a Master's of Health Administration from Baylor University and a BS with double
majors in Communications and Business from Oral Roberts University. He is a Fellow in the
American College of Healthcare Executives. David is active in the community and currently
serves as the Chairman of the Kern Economic Development Corporation and Chairman of the
Board of the Kegley Institute of Ethics. Phone: 661-864-3392 / Email: david.e.womack@kp.org
46

References
47
Ambler, G. (2012). The Importance of a Clear Leadership Philosophy. Retrieved from
http://www.georgeambler.com/the-importance-of-a-clear-leadership-philosophy/
Bass, B. (2007). Executive in Strategic Leadership. International Journal of Business,
12(1), 33 – 52.
Bazeley, P., Jackson, Kristi. (2013). Qualitative Data Analysis with NVIVO, Second
Edition. London: Sage.
Belasen, A. T., Eisenberg, Barry, Huppertz, John W. (2015). Mastering Leadership: a
Vital Resource for Healthcare Organizations. Burlington, Massachusetts: Jones
and Bartlett.
Calvert, D. (2015). 5 Steps to Craft Your Own Personal Leadership Philosophy.
Retrieved from https://www.linkedin.com/pulse/5-steps-craft-your-own-personal-
leadership-philosophy-deb-calvert
CCL. (2011a). Addressing the Leadership Gap in Healthcare: What’s needed when it
comes to leader talent? Retrieved from Greensboro, North Carolina:
CCL. (2011b). Enterprise Leadership Competencies and Descriptions. In T. T. I.
Company (Ed.). Hartford, CT: Center for Creative Leadership.
CCL. (2014). DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS.
Retrieved from Greensboro, North Carolina:
CCL, H.-B., Gina, Hughes, Richard L. (2004). Leadership Development: Past, Present,
and Future. Human Resource Planning.
CCL, P. (2014). Developing a Leadership Strategy: A Critical Ingredient for
Organizational Success. Retrieved from Greensboro, North Carolina:
CCL, P., Nick. (2014a). Future Trends in Leadership Development. Retrieved from
Greensboro, NC:
CCL, P., Nick. (2014b). Vertical Leadership Development–Part 1: Developing Leaders
for a Complex World. Retrieved from Greensbore, North Carolina:
CCL, P., Tracy. (2011). Addressing the Leadership Gap in Healthcare: What’s needed
when it comes to leader talent? Retrieved from Greensboro, NC:
Charan, R., Drotter, S., Noel, J. (2011). The Leadership Pipeline: How to Build the
Leadership Powered Company. San Francisco, California: John Wiley & Sons,
Jossey-Bass.
Collins, J., Porras, Jerry I. (2004). Built to Last: Successful Habits of Visionary
Companies (Harper Business Essentials). NYC, NY: Harper Business.
Deloitte. Leadership Buying Design: an Architecture to Build Leadership in
Organizations. Retrieved from Washington, DC:
Garman, A. N., Dye, C.F. (2009 ). The Healthcare C – Suite. Chicago, Illinois: health
administration press.
Garman, A. N., Lemak, C. H. (2011). Developing Healthcare Leaders: What We Have
Learned and What Is Next. Retrieved from Chicago, Illinois:
HayGroup. (2014). Building the Leader: Leadership Challenges of the Future, Revealed.
Retrieved from Harborside Financial Center 2310 Plaza Five Jersey City, NJ
http://www.haygroup.com/us/
Herzlinger, R., Kumar, Vasant, Schulman, Kevin , Staman, Karen. (2015). Innovation In
Health Care Education: A Call To Action. Bethesda, MD: Health Affairs.

References
48
HayGroup. (2014). Building the Leader: Leadership Challenges of the Future, Revealed.
Retrieved from Harborside Financial Center 2310 Plaza Five Jersey City, NJ
http://www.haygroup.com/us/
Herzlinger, R., Kumar, Vasant, Schulman, Kevin , Staman, Karen. (2015). Innovation In
Health Care Education: A Call To Action. Bethesda, MD: Health Affairs.
Hudak, R., Russell, Rebecca, Rosenkrans, Fung, Mei Lin. (2015). Federal Healthcare
Leadership Skills Required in the 21st Century Journal of Leadership Studies.
Hughes, R. L., Beatty, Katherine, Dinwoodie, David L. . (2014). Becoming a Strategic
Leader: Your Role in Your Organization’s Success, 2nd Edition John Wiley &
Sons.
IOM. (2010). The future of nursing: Leading change, advancing health. Retrieved from
Washington, DC: http://www.nap.edu/catalog.php?record_id=12956
IOM. (2011). The learning health system and its innovation collaboratives. Retrieved
from Washington, D.C.:
Johansen, B. (2012). Leaders make the Future: Ten New Leadership Skills for an
Uncertain World. San Francisco, CA: Berrett_Koehler Publishers, Inc.
Kouzes, J. M., Posner, Barry Z. (2007). The Leadership Challenge. San Francisco,
California, USA: Jossey-Bass.
Krupp, S., Shhoemaker, Paul, J.E. (2014). Winning the Long Game: How Strategic
Leaders Shape the Future. Philadelphia, Pennsylvania: Perseus Books Group.
Leboeuf, M. K. (1999). Developing a Leadership Philosophy. Military Review.
LeNir, P. (2015). Say Goodbye to Competency Frameworks. Retrieved from
www.clomedia.com/2015/10/05/say-goodbye-to-competency-frameworks/
Maccoby, M., Norman, Clifford L., Norman, C. Jean, Margolies, Richard. (2013).
Transforming healthcare leadership: A systems guide to improve patient care,
decrease costs, and improve population health. Hoboken: New Jersey: Jossey -
Bass.
Masterson, B. (2013b). Federal Health Futures: Moving Forward the National Strategic
Imperative for Health. Paper presented at the Health Futures Group Senior
Leader Summit, Washington DC.
McAlearney, A. (2008). Executive Leadership Development. Retrieved from Chicago,
Illinois:
McAlearney, A. S. (2010). Executive leadership development in US healthcare systems.
Journal of healthcare management, 55(3), 206 – 222.
Mertz, J. (2014). How to Develop a Leadership Philosophy? Retrieved from
https://www.thindifference.com/2014/02/develop-leadership-philosophy/
Moore, F., Fung, Mei Lin, Price, David, Esola, Teresa. (2013). Net-Centric Leadership:
Health-Centric Change. Health Futures Group (HFG). Magazine Article National
Defense University (NDU). Washington, DC.
n.a. (2016). The Free On-line Dictionary of Computing: Definition of Philosphy.
Retrieved from Dictionary.com website
http://www.dictionary.com/browse/philosophy
Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for
your Organization. San Francisco, CA: Jossey-Bass.
NCHL. (2014). Physician Leadership Development Programs: Best Practices in
Healthcare Organizations. Retrieved from Chicago, Illinois: www.nchl.org

References
49
NHCL. (2015). NCHL Health Leadership Competency Model. Retrieved from
http://www.nchl.org/index.asp
Northhouse, P. (2011). Leadership: theory and practice (5th Edition). Thousand Oaks,
California: Sage.
Oise, D. L., Winterton, Jonathan. (2005). What Is Competence? Human Resource
Development International,, 8(1), 27 – 46.
Olson, A. K., Simerson, B. Keith (2015). Leading with Strategic Thinking: Four Ways
Effective Leaders Gain Insight, Drive Change, and Get Results: Wiley.
Proverbs. The Bible: Proverbs 29:18.
RAND. (2011). Developing military health care leaders; Insight from the military, civilian,
and government sectors. Retrieved from Los Angeles, California:
http://www.rand.org/content/pubs/monographs/2011/RAND_MG697.pdf
Rosen, B. (2013). Grounded: How Leaders Stay Rooted in an Uncertain World: Jossey-
Bass.
Rubino, L., Esparza, Salvador, Chassiakos, Yolanda. (2014). New leadership for today's
healthcare professionals: concepts and cases. Burlington, Massachusetts,: Jones
and Bartlett Learning.
Ruggerio, E., Haley, Dennis. (2003). The Leader's Compass: A Personal Leadership
Philosophy Is Your Key to Success: Academy Leadership.
Saldana, J. (2013). The Coding Manual for Qualitative Researchers. London: Sage.
Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of
organizing: A meso model. The Leadership Quarterly, 20(4), 631-650.
doi:10.1016/j.leaqua.2009.04.007
Uhl-Bien, M., Marion, R. (2008a). Complexity leadership part 1: Conceptual foundations.
Charlotte, NC: Information Age Publishing.
Uhl-Bien, M., Marion, R., Mckelvey, B. . (2008b). Complexity Leadership Theory: Shifting
Leadership from the Industrial Age to the Knowledge Era. In M. U.-B. R. Marion
(Ed.), Complexity leadership part 1: Conceptual foundation. Charlotte, North
Carolina: Information Age Publishing.
VHA. (2015). Independent Assessment of the Health Care Delivery Systems and
Management Processes of the Department of Veterans Affairs. Retrieved from
Washington DC:

2018 Gimme SHELDR! Preparing Strategic Minded Leaders!

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to 2018 Gimme SHELDR! Preparing Strategic Minded Leaders!

Similar to 2018 Gimme SHELDR! Preparing Strategic Minded Leaders! (20)

More from Douglas Anderson

More from Douglas Anderson (16)

Recently uploaded

Recently uploaded (20)

2018 Gimme SHELDR! Preparing Strategic Minded Leaders!