Presented at 2017 American College of Healthcare Executive (ACHE), Congress, March 2017. The thirst for how to develop strategic minded leaders at all levels will be quenched in this workshop-style seminar. The seminar will help students reflect, think and communicate strategically, and provide methods on how to develop strategic minded leaders at all levels including themselves. Students will be introduced to the Strategic Health Leadership (SHELDR) competency model followed by a self- assessment. Research on the SHELDR competencies, overview of successful strategic leaders (i.e., competencies applied most or wish they had more of), and distillation of strategic leader development programs according to experts will be presented.
Learning Objectives:
a. Differentiate managerial versus strategic leadership competencies, learn from successful leaders and develop plans to develop strategic minded leaders including themselves
b. Challenge students to develop a personal ethos statement and communicate strategically
2018 Gimme SHELDR! Preparing Strategic Minded Leaders!Douglas Anderson
Presented at 2018 American College of Healthcare Executive (ACHE), Congress, March 2018. The thirst for how to develop strategic minded leaders at all levels will be quenched in this workshop-style seminar. The seminar will help students reflect, think and communicate strategically, and provide methods on how to develop strategic minded leaders at all levels including themselves. Students will be introduced to the Strategic Health Leadership (SHELDR) competency model followed by a self- assessment. Research on the SHELDR competencies, overview of successful strategic leaders (i.e., competencies applied most or wish they had more of), and distillation of strategic leader development programs according to experts will be presented.
Learning Objectives:
a. Differentiate managerial versus strategic leadership competencies, learn from successful leaders and develop plans to develop strategic minded leaders including themselves
b. Challenge students to develop a personal ethos statement and communicate strategically
Respiratory Therapists in Leadership Roles CSRT 2O12, Vancouver, BCDan Belford
Leadership... Respiratory Therapists in Leadership Roles
Note: Presentation: " Respiratory Therapists in Leadership Roles", The Canadian Society of Respiratory Therapists 48th Annual Education Conference and Trade Show, held from May 31-June 2, 2012 in Vancouver, BC
This is a 2-hour presentation and discussion given to the residents at Boston University as part of the Dental Public Health program.
The topic discusses leadership in public health and the new competencies in this field. Also, some practical tools in project management and leadership were presented.
2018 Gimme SHELDR! Preparing Strategic Minded Leaders!Douglas Anderson
Presented at 2018 American College of Healthcare Executive (ACHE), Congress, March 2018. The thirst for how to develop strategic minded leaders at all levels will be quenched in this workshop-style seminar. The seminar will help students reflect, think and communicate strategically, and provide methods on how to develop strategic minded leaders at all levels including themselves. Students will be introduced to the Strategic Health Leadership (SHELDR) competency model followed by a self- assessment. Research on the SHELDR competencies, overview of successful strategic leaders (i.e., competencies applied most or wish they had more of), and distillation of strategic leader development programs according to experts will be presented.
Learning Objectives:
a. Differentiate managerial versus strategic leadership competencies, learn from successful leaders and develop plans to develop strategic minded leaders including themselves
b. Challenge students to develop a personal ethos statement and communicate strategically
Respiratory Therapists in Leadership Roles CSRT 2O12, Vancouver, BCDan Belford
Leadership... Respiratory Therapists in Leadership Roles
Note: Presentation: " Respiratory Therapists in Leadership Roles", The Canadian Society of Respiratory Therapists 48th Annual Education Conference and Trade Show, held from May 31-June 2, 2012 in Vancouver, BC
This is a 2-hour presentation and discussion given to the residents at Boston University as part of the Dental Public Health program.
The topic discusses leadership in public health and the new competencies in this field. Also, some practical tools in project management and leadership were presented.
The term corporate social responsibility (CSR) refers to practices and policies undertaken by corporations that are intended to have a positive influence on the world. The key idea behind CSR is for corporations to pursue other pro-social objectives, in addition to maximizing profits. Examples of common CSR objectives include minimizing environmental externalities, promoting volunteerism among company employees, and donating to charity
This is my updated lecture on leadership in Public Health, given to postgraduate students in public health and pharmacy at the University of Hertfordshire.
The term corporate social responsibility (CSR) refers to practices and policies undertaken by corporations that are intended to have a positive influence on the world. The key idea behind CSR is for corporations to pursue other pro-social objectives, in addition to maximizing profits. Examples of common CSR objectives include minimizing environmental externalities, promoting volunteerism among company employees, and donating to charity
This is my updated lecture on leadership in Public Health, given to postgraduate students in public health and pharmacy at the University of Hertfordshire.
The combination of leadership attributes was accurately named by MLIT and was the foundation for this study.
Identify the leadership traits and interdependence of each of the Leadership characteristics as applied to the MLIT.
Importance of leadership and the theory of MLIT and the Clinical Nurse Manager Leader (NM-L)
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
You completed your evaluation at 857 am EST on November 30, 2.docxodiliagilby
You completed your evaluation at 8:57 am EST on November 30, 2019.
Prepared on November 30, 2019 for:
Test Participant
Test Participant
2
1. Introduction
2. The Full Range Leadership Model
3. MLQ Scales — Full Range Leadership
4. Your MLQ Results
Leadership Profile Scores
Comparison with Norms: Your Leadership Scores
Your Strengths — Transformational Leadership
Your Areas for Development — Transformational Leadership
5. What is Authentic Leadership?
6. ALQ Scales
7. Authentic Leadership Effects
8. Your ALQ Results
Authentic Leadership Scale Scores
Comparison with Norms: Your Authentic Leadership Scores
Your Strengths & Areas for Development — Authentic Leadership
9. Understanding Your MLQ/ALQ Results
10. Building Your Individual Development Plan (IDP)
11. Individual Development Plan (IDP)
Resources
Appendix A. Personal Development — Attributes of Authentic Leadership
Appendix B. Developing Authentic Leadership in the Organizational Context
Appendix C. Recommended Reading
Appendix D. About Using Only the Self Form
Appendix E. ALQ Norms in This Report
Test Participant
3
This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership
Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors,
including authentic leadership styles.
The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each
category differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence — Attributes)
Acts with Integrity IIB
(Idealized Influence — Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC
(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness,
Transparency, Ethical/Moral, and Balanced Processing.
Test Participant
4
The Full Range model includes numerous leadership styles, and all leaders display each style to some degree.
Ideally, the Transformational and Authentic leadership styles (most active and ...
Week 6 - JournalLeadership Reflection
As noted above, leadership styles can be affected by your personality type. First, complete this free, online assessment to determine your personality type: http://www.humanmetrics.com/cgi-win/jtypes2.asp Second, write a journal entry of 500 words that evaluates your personality type. Consider how your personality type may influence the type of leadership style that best fits you. What strategies do you think you will need to adopt in order to implement other leadership styles? Which style(s) do you think are the hardest for you, and why? Is there a leadership type that you think is best suited for community-organization leadership? Be sure to follow APA-formatting and to reference at least 2 scholarly sources.
My scoreENFJ
Extravert(16%) iNtuitive(47%) Feeling(16%) Judging(12%)
· You have slight preference of Extraversion over Introversion (16%)
· You have moderate preference of Intuition over Sensing (47%)
· You have slight preference of Feeling over Thinking (16%)
· You have slight preference of Judging over Perceiving (12%)
Professor notes
Introduction: Ethics and leadership in community organizations
Last week, we spent time examining the connection of a community-based organization to its stakeholders, including its constituents. We discussed barriers organizations might face when trying to reach its stakeholders, and then also thought about diversity and its role in these organizations, both with outreach and with hiring and leadership. Now, for our final week of class, we are going to talk about leadership and ethical issues that organizations may face.
Leadership
Daniel Goleman (2000) identified six major leadership styles, and suggested that often, people can choose when to use each one, like a tool in a toolbox. While a personality trait may more comfortably lend itself to a particular leadership style, people can move between them when the need arises.
1. The coercive leader is effective in times of crisis. He or she will make commands and expect others to follow.
2. The authoritative leader lays out the overall goals, but gives others the chance to choose how to meet those goals.
3. The affiliative leader focuses on people first, often laying out praise and building harmony.
4. The democratic leader wants to give everyone a voice in decision-making.
5. The pacesetting leader sets high standards and models these standards.
6. The coaching leader focuses on personal development and less on organizational goals (Goleman, 2000).
Each of these styles is important with community-based organizations. Leadership must know how to recognize when to use the right style with the appropriate situation. Good leadership is integral with helping an organization reach its goals!
Ethics
Ethical living is based on a value system and on daily choices. Community-based organizations face unique ethical circumstances that are based on their organizational values. Often, these values are based on improving qual ...
Leadership Self-AssessmentLeadership is defined in many wa.docxsmile790243
Leadership Self-Assessment
Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount
of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are
endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits
needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment.
Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of
leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership
theories and the relationship between them.
Characteristics of Leadership Theories
Transactional Transformational Servant Charismatic Contingency Trait
Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869
Major Premise Leaders exchange
something with
followers to advance
both of their agendas.
Leader is interested in
developing followers to
their fullest potential.
Authority given
to followers.
Beliefs imparted
to followers.
To be effective, the
leader's style fits
the context of the
setting.
Leadership qualities are
genetic characteristics
of a family and passed
through generations.
Role of the
Leader
Rewards or disciplines. Motivates and inspires. Helps followers
achieve their
goals.
Role model for
beliefs imparted
to followers.
Is either task
motivated or
relationship
motivated.
Distinctive physical and
psychological
characteristics account
for leader effectiveness.
Role of the
Follower
Performs in exchange
for something.
Works for the greater
good of the group and
society in general.
Is empowered. Trust in the
leader's ideology.
Not applicable. Not defined.
Personality
Characteristics
of the Leader
Authoritarian,
negotiator, influential.
Charismatic,
inspirational, role model,
enabler.
Servant,
nurturer,
listener,
empathetic,
moral.
Self-confident,
dominant, role
model,
influential.
Varies depending
on the fit of the
setting.
Intelligence, strong
values, high level of
personal energy.
What Type of Leader Are You?
Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better
understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively
strategize how you perform your leadership duties and how you manage situations from a leadership position.
As you complete the survey, please keep in mind:
• There is no right or wrong answers.
• Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the
course.
• When you have completed the surve ...
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
The challenges of leading healthcare organizations and what makes an excellent healthcare leader given the various stake holders and divergent interests
How Health Leaders Can Use Word Clouds to Achieve Thier MissionsDouglas Anderson
Provides an overview on how strategic health leaders can use of word clouds by leaders and others is a soft skill strategy to achieve their mission and vision.can be used for education and mentoring sessions.
Knowledge-Based Leadership: “Mind Mapping Your Way to Success”Douglas Anderson
This Session Will Introduce You to the Tool of Mind Mapping or Whole Brain Thinking:
Think faster, retain more
Hot-wire your creative energies
Improve innovative thought, problem solving
Pick your passion
Get more done in far less time
Do more in the same time
Make clearer decisions, get organized
Identify talents you never knew you had
Health System of 1: 305 Medical Group InitiativesDouglas Anderson
Summarizes 305 Medical Group's Initiatives to recapture care/services and integrate joint base health services. Overview:Situation Assessment, Joint Base and BRAC, Campaign Plan and Results
Way Ahead
Lessons: Issues and Information
Strategic Health Leadership (SHELDR) Consulting Group MasterDouglas Anderson
Provides overview of the Strategic Health Leadership (SHELDR) "BIG IDEAS" and competencies. Based on dissertation: Strategic Health Leadership Comptetencies of Former Military Surgeon's Generals
Presentation to CMU Doctor of Health Administration students on strategic health leadership competencies,, introduction to the US Public Health Service and challenges on building healthier communities
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
3. Disclosure Of Relevant Financial
Relationships
The following faculty of this continuing education activity has no
relevant financial relationships with commercial interests to disclose:
• Douglas E. Anderson
• David E. Womack
3
4. Faculty
• Douglas E. Anderson, DHA, CPHQ, FACHE
University Adjunct Faculty and Healthcare Consultant
MBO Partners
13454 Sunrise Valley Dr #300
Herndon, VA 2017
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
4
5. Learning Objectives – Fast and Interactive
• Understand why and how strategic health
leadership is imperative to your success
• Assess yourself using the Strategic Health
Leadership (SHELDR) competencies
– Refer to the Workbook for Competencies
• Apply ideas to “begin or refine”
development of a personalized:
– Leadership philosophy (PLP) &
– Leader development plan (LDP)
5
A Great Way to Gather and Organize Your Thoughts and Ideas From This Week!
Pg: 16
6. Agenda to Support the Learning Objectives
• Introduction – WHY – Apply What You’ve Learned
– Share insights on cohort of senior leaders
– Complete “Honest” Self-assessment
• Personalized Leadership Philosophy (PLP)
– Develop Leadership Philosophy outline
• Customized Leader Development Plan (LDP)
– Draft Your Leader Development plan
• Session Summary and Discussion
• Leadership Toolkit (Resources) to Sustain You!
Fast Paced, Interactive. Challenging
Reference the Workbook (i.e., Competencies)
Check In = Short Time Outs and Nudges
Take a Comfort or Stretch Break at Any Time
6
Pg: 6
7. Warning: Therapy Session .. 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 this 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 develop myself to be or not
to be “THAT LEADER”?
7
“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
Pg: 7
9. Session 1: Overview
• Strategic Health Leadership (SHELDR) Study
– Opportunity, Proposition, the Study
– Leadership Gaps
– SHELDR Model
• Self Assessment
– See Workbook
• SHELDR Study Insight
• Summary
9
Pg: 8
10. Opportunity, Proposition, the Study
• Opportunity: Leaders must be adept at mastering VUCA-driven
turbulence; gaining insight from successful strategic leaders is a start
– Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) fueled by exponential change
(and opportunity) = new norm … “wickedness”
– 1000s of publications on leadership exist, few focus on the environment of healthcare and
their cohorts of , especially at the strategic level
• Proposition: Studying senior health leaders will result in better leader
development; leads to transforming the healthcare system at any level to
be most reliable health system with the healthiest population in the world!
• The Study: Study cohort of strategic leaders (former military Surgeon
Generals (SG)) on application of strategic leader competencies; compare
and contrast to panel of experts to identify leader development actions
“We go to the same medical schools and read the same leadership books, yet many think we are different” ~Study Participant
11. Call to Action: Health System Challenges, Strategic
Leadership, Leader Development Literature Synthesis
Transformational
Collaborative
Complexity
2016-2021
2015-2020
1. Your Future Is VUCA Driven
With Exponential Change
3. Must Leverage the Future
With Modern Leadership
Theories and Principles
2. Outdated
Leadership
Models
And
Gaps
In
Leader
Development
12. Senior Leaders Recognize Gaps in Leader
Development and Leadership
• 2008: ACHE Survey determined leader development programs were
variable from organization to organization; about ½ had or thinking of
developing a leader development program
• 2012: Harvard University Center for Public Leadership Poll: 70% of
Americans blame leadership as factor in economic decline
• 2014: Deloitte Business Confidence Survey: C-level executives did
not think their direct reports had the skills for greater leadership roles
• 2015: ACHE Professional Development Task Force: identified core
and emerging leadership competencies needed by healthcare
executives to succeed in a rapidly evolving healthcare environment
(read: transformational and complexity leadership)
According to the 2001 IOM report, 98,000 Americans die each year from preventable errors.
Yet by 2010, a NEJM study found no substantial progress citing invisibility of error, inertia,
and incentives as the culprits. This was confirmed by the IOM in a 2012 report and called for
Continuously Learning Leadership leading to the CEO’s High Value Checklist.
13. Federal Health Sector is Addressing the
Gaps and Solutions Too
• 2011: RAND Corporation: reviewed health care leadership competency
models—Joint Medical Executive Skills Program (JMESP). Identified
several leader development opportunities:
– Understand stewardship, context in which the organization operates
and global health environment (i.e., systems approach & thinking)
– Need federal health agencies to coordinate organizational leader
development, partnering, and learning across agency boundaries
• 2012: Federal Health Futures Group identified 12 skills required of
leaders at the enterprise or multi health system and interagency level.
• 2015: Department of Veterans Health Administration (VHA):
independent assessment noted the health systems faces a “crises in
leadership and culture” in addition to other systematic problems
“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
14. Strategic Health Enterprise Leadership (SHELDR)
Competency Framework Development
14
Component 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
Refer to Competencies in Workbook
• 1. Foundation for Study (Literature Review):
• Used strategic-level leadership references
• Bass Transformational Leadership Model
(BTLM) is most reliable, used, validated, and
criticized model … leaves off key elements
• 2. Method (Qualitative Research Software):
• Analyzed 76 documents; categorized
(coded) 2,045 words/phrases into common
competencies for strategic leadership
• BTLM enhanced with Complexity and
Collaborative leadership theories
• Result: 17 Strategic Health Enterprise
Leadership (SHELDR) competencies
• 3. Crosschecked With Similar Leaders:
• Analyzed 22 interviews of CEOs or CEO
equivalents published in the Journal of
Healthcare Mgmt., ACHE, 2010-2015
• Incorporated association and author’s
strategic level competencies into results
Pg: 16
4.
15. Learning Activity #1: Complete SHELDR
Competency Self Assessment Survey (~20 min)
15
• 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
Refer To Self Assessment
Stretch Yourself! Time permitting, answer 8 Participant Interview Questions
Step 1 (4x)
Step 3
Step 2
Pg: 17-22
16. Check In: Honest? Have A’ha Moment? Actionable
Insight? See a Pattern? Connect a Dot?
16
MBTI = Personality Type
How Will You Apply SHELDR?
Did your last 360 results measure
your potential as a SHELDR?
17. 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
18. Summary and Tool Kit “Preview”
• Transformation requires strategic
and systems minded leaders
• Significant gaps in leader
development exist
• Participants provided insight on
application of the SHELDR model
– Consistent with Expert Panel
Member (EPM) inputs
• Results of your self assessment
provides a baseline for action
18
“I was always looking for gaps and seams in the process or between functions . ” ~Study Participant
19. Session 2: Importance of a Personal
Leadership Philosophy (PLP)
19
“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
Pg: 28
21. Crucibles: Events Or Persons That Shaped
Study Participant’s ’s Leadership Styles
• 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
22. What is, and, Why Develop a Personal
Leadership Philosophy (PLP)?
• Answers these critical questions:
– WHO AM I AS A LEADER?
– WHAT I BELIEVE?
– WHAT DO I STAND FOR?
• Challenges you to explore and reflect on
your personal values, assumptions,
experiences and beliefs about leadership
• Introspective investigation of your
principles, knowledge or conduct
• Outcome: Written foundation to guide
actions, behaviors, thoughts, aspirations
– Provides centeredness and character
– Enhances authenticity and resilience
22
23. The Foundation and Starting Point For An
“Authentic” Personal Leadership Philosophy
• Values
• Principles
• Beliefs
• Behavior
• Attitude
• Theory
• Leader Development
• Aspirations
23
24. Learning Activity #2A: Brainstorm (~12 min)
• 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?
24
Choose 1-3 Areas Below To Define YOU in the Context of the SHELDR model!Pg: 32
25. Check In: Out of Your Comfort Zone Yet?
Stuck? Need a Jolt?
25
See Appendix C: Example Leadership Philosophies: Reflect The Authentic You?
See Appendix D: Additional Tips On Developing Your Leadership Philosophy
Pg: 33
A: 62-73
26. Learning Activity #2B: Write It Out (~15 Min)
26
• Write from the lip-heart-soul!
– Get it on paper!
• Go beyond the proverbial
“Mission 1st, People Always”
– Don’t sound hollow!
• You decide the format:
– 2-3 paragraphs or
– 10-12 short statements
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.
Imagine ...
1. Selected for highly visible project
2. An interviewer asks you to describe
your leadership style
3. Address your C-Suite staff on Day 1
4. New CEO to provide guidance during
new staff orientations (30 min)
5. You meet a brand new department
chief on the elevator for 1 minute ride
6. The media places a microphone in
front of you unexpectedly on a merger
Pg:34
A: 62-73
27. Learning Activity #2C: Share Your
Leadership Philosophy (~10 Min)
27
Facilitative Questions
• What is your vision and purpose?
• What values need to be added?
• Clarify your theory of business?
• Does it describe you or someone else?
• Do you have 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)?
See Appendix C: Example Leadership Philosophies: Reflect The Authentic You?
See Appendix D: Additional Tips On Developing Your Leadership Philosophy
Pg:35
A: 62-73
28. 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 and became more resilient
29. Summary: Benefits of a Personallized
Leadership Philosophy – Do You Agree?
• 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
– Causes you to mean what you say
• Builds your character to be centered,
grounded, authentic, and resilient
• Assures you (and others) won’t get lost in a
dynamic and VUCA driven world
29
.
30. Session 3: Leader Development
Plan (LDP) (Focus on SHELDR)
30
Pg:38
A: 73-77
32. Leadership
Development
Programs
“Equip”
Healthcare
Leaders To Be
Successful
Throughout
Their Careers 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
SEE APPENDIX E: EXAMPLES OF SHELDR DEVELOPMENT METHODS FOR DEVELOPMENT
IDEAS BY SHELDR CATEGORY AND COMMENTARY ON LEADER DEVELPOPENTA: 73-77
33. 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 they developed
their own training programs and 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
34. Expert Panel Member (EPM) Recommendations
on How to Develop Strategic Health Leaders
• Strategic leadership development requires more focus on critical thinking, removing
individual blinders, creating the future with simulation, exposure to complex projects.
• Self development & coaching should be supplemented with introspection and reflection
“We take promising executives, expose them to real-world situation or futuristic plans. We provide oversight and a
lifeline to let them to thrive with increasing levels of complexity by pairing them with professional mentors” ~EPMx
A: 73-88
35. Learning Activity #3: Create DRAFT
SHELDR Leader Development Plan (LDP)
35
• Step 1: What are your SHELDR Competency
Development Goals?
• Step 2: What Actions Will Help You Become a Better
SHELDR?
• Step 3: How Will You Sustain Momentum And Move
Forward as an Aspiring SHELDR?
“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
SEE APPENDIX E: EXAMPLES OF SHELDR DEVELOPMENT METHODS FOR
DEVELOPMENT IDEAS BY SHELDR CATEGORY
Refer to the SHELDR Competencies and Your Self Assessment & Philosophy
A: 73-77
Pg:42-46
36. STEP 1: What are your SHELDR
Competency Development Goals?
36
What: My Personal Strategic Health Leadership (SHELDR) Development Goals
Start with:
1. Strategic Health Enterprise Leadership (SHELDR) competencies
2. Your self-assessment results
3. Your leadership philosophy
4. Notes you’ve taken on feedback you have received
5. Action items and ideas from recent educational or mentoring sessions
Goal 1 (Within 6 Months):
Goal 2 (6 months to a year):
Goal 3 (You decide the time horizon):
Suggestions:
1. Based on feedback from all directions, select at least two SHELDR competencies
areas you would like to develop. Concentrate on these initially.
2. Focus only on your current, anticipated, or aspiration role or position.
3. Write specific goals describing how/what you want to change or improve.
Ask yourself: What can I do differently/better that would make the greatest
positive impact in my work? What development priorities will give me the
greatest leverage in improving my individual SHELDR competencies or my
organization’s performance?
What Do You Need To
FOCUS On?
Suggestions
Only
37. Check In #1: Are You Challenging The
Status Quo? Your Own Status Quo?
37
“My passion to provide better ‘Care-in-the Air’ started with my experience
during the 1983 Marine Corps Barracks bombing” ~Study Participant
Particiapent 7
SEE APPENDIX E: EXAMPLES OF SHELDR DEVELOPMENT
METHODS FOR DEVELOPMENT IDEAS BY SHELDR CATEGORYA: 73-77
38. STEP 2: What Action Steps Will You Take to
be a Better SHELDR? Immersive Learning?
38
What Are Some CREATIVE Actions
and Options You Can Seize?
Suggestions
Only
39. Check In #2: Competencies Participants Applied
During Their Formative (Crucible) Years, Then
Accomplishments Later in Their 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
A: 78-88
40. STEP 3: How Will You Move Forward to Sustain
Momentum as an Aspiring SHELDR?
40
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? (Milestone commitments)
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?
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?
To
41. Competencies Participants Wish they Had More Of
and What Experts Say SHELDRs Need More Of
• Participant and EPMs generally
agree on 9 of 17 competencies
• Critical thinking was common
in the competencies most
applied and throughout the
interviews
• Trust and develops leaders
cited by EPMs as most needed
• Participants may value trust
and development of leaders as
a strength thus creating an
opportunity to learn from them
“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 competing agendas and tribesman-ship. I had to make the right decisions” ~Study Participant
“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
42. Session #3 Summary – Re-Review
Your Plan Frequently
• Refer to your self assessment
– Determine how to utilize or sustain your strengths
– Identify opportunities to IMPROVE | ASPIRE | SUSTAIN
• Think about admirable leaders you want model or talk to
• Define your plan with SMART-E “actionable” terms (Specific,
Measurable, Action oriented, Realistic, Time bound, Elastic)
– Competency: Knowledge, Behavior, Skill, or Attribute
• Jot down action steps to help you reach your goal and assign a
completion date to each one
• Assess obstacles and how to overcome them
• Identify resources available to you or you need to obtain
• Set a date to evaluate your progress towards your goal
42
“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
A: 78-88
43. GIMME SHELDR Session Summary
• Learning from cohorts of
strategic leaders and
experts provides insight
• Development of a PLP is a
beginning of a journey
• Drafting a LDP is a must
do and it requires updates
persistence and updating
• Toolkit will sustain you
between events
43
Don’t Be THAT Leader!
Thrive with Purpose, Passion, Professionalism, Performance!Pg:52-53
44. Closing Thoughts To Sustain Your Journey
44
Health As A National
Strategic Imperative and
Dialogue!
Help Others Develop The
Most Innovative and
Reliable Health System And
Create the Healthiest
Population In The World
Better Equipped Strategic
Minded Health Leaders
(SHELDR) are Needed
46. Douglas E. Anderson, DHA, CPHQ, FACHE
Douglas E. Anderson is a consultant and adjunct professor. He earned his Doctorate in
Health Administration (DHA) and International Health certificate from Central Michigan
University (CMU). While earning his DHA, he was involved in leader development
training, federal health facility evaluation, strategic communication, and business
development projects. Doug is a retired Colonel of the Air Force (AF) Medical Service
Corps. Prior to retirement, he served as the Director of Strategic Communication and
Strategy for the AF Surgeon General (SG) and spent one-year in Afghanistan helping the
Afghanistan National Police SG build their health system. He has been a CEO, COO and
Corp. Staff officer working a variety of transformational initiatives. He also holds a
Master's Degree in Strategy & Leadership from the Air War College, MBA from Central
Missouri University, and an MA from CMU. He is a Fellow in the American College of
Healthcare Executives. Phone: 703-282-7669. Email:
Douglas.E.Anderson57@gmail.com .
46
47. 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 Vice Chairman of
the Kern Economic Development Corporation and is on the Board of the Kegley
Institute of Ethics. Phone: 661-864-3392 / Email: david.e.womack@kp.org
47