How can we develop dynamic, effective leaders to meet the changing demands and dizzying priorities in our frazzled healthcare industry?

A little girl watches her dad work at sawing down a tree. He saws and saws, but the saw’s edge is dull. It seems to be taking forever. The little girl says, “Dad, why don’t you sharpen the saw?” Dad replies, “I have a lot to do and I don’t have time.”

While no doubt, your managers are crunched for time, it’s worth investing in your managers to help them navigate the metamorphosis from traditional roles to Dynamic Healthcare Leadership. Dynamic Healthcare Leadership engages managers in exploring their pivotal role in achieving superlative customer service, cultivating and retaining exceptional talent, and creating strategic momentum.

Based on role shifts key to versatility and effectiveness in today’s turbulent environment**, Dynamic Healthcare Leadership helps your managers embrace ten transformative competencies that will make them indispensable to your organization’s current success and secure future.

1. From a provider orientation to a Customer Obsession
2. From silo-thinking to Organizational Perspective
3. From directing to Coaching
4. From status quo to Change Management
5. From busy-ness to Results Orientation
6. From telling to Facilitating Dialogue
7. From protecting turf to Building Relationships
8. From function management to Business Acumen
9. From status quo thinking to Courage
10. From pressure and overwork to Balance and Perspective
    

Dynamic Healthcare Leadership: Summary

Dynamic Healthcare Leadership is an integrated, holistic leadership development process that consists of four days of workshops, a 360 degree feedback process based on healthcare leadership competencies, personalized one-on-one coaching that focuses on the 360 degree feedback process and real work challenges. Leaders will also do an integrative practicum in which they will apply skills within their spans of influence, while receiving coaching from course faculty.

• Identify and accelerate the ten transformative competencies critical to the healthcare manager’s energy and effectiveness in today’s turbulent, complex environment
• Aided by 360-degree feedback and personal coaching, craft and implement in their real work a plan for individual behavioral breakthroughs
• Build trust, mutual respect and teamwork to spark ongoing collegial support
  
  

The Learning Process

Stage 1: Groundwork

• Environmental scan on management challenges and performance
• Executive input and briefing
• Setup easy implementation of the 360 survey
• Relationship-building and logistics planning with in-house liaison 1-2 days
  
  

Stage 2: Leadership Development Program Part A-- Team-Building and the Ten Transformative Competencies

• Mutual trust and teamwork: An engaging relationship-building process
• Intense mini-lab on the Ten Competencies
• 360 degree personal feedback results
• Structure and groundwork for upcoming competency-building process
• Typically 2 consecutive days
  

Stage 3: Focused Individual Coaching

• 60-90 minutes per person with professional coach
• Review the 360 survey results and address struggle points
• Establish individual focus and competency goals
• Discuss options for on-the-job project/practicum for competency-building
• Plan for communication with boss

Stage 4: Supervised Practicum

• Managers implement individual plans on the job
• Open access to coach and follow-up by coaches via phone and email
• Executive summaries and suggested support strategies (that maintain confidentiality)

Stage 5: Leadership Development Program Part B--Synthesis and Future Focus

• Sharing successes and learning from practicums
• Skill-building on the most challenging and important of the ten competencies
• Synthesis and mutual appreciation
• Planning for ongoing competency-building
• Typically 2 consecutive days

• The Indispensable Health Care Manager: Success Strategies for a Changing Environment Leebov and Scott; Jossey-Bass, 2002
• Tools tailored to each person’s practicum project

David and Wendy: A Dynamic Partnership

• About Wendy Leebov. Ed.D. Wendy worked for Albert Einstein Healthcare Network for 20 years as the organizational change coach and also founder and president of their Einstein Consulting Group. After her last role as vice president of human resources, she left to become an independent consultant. Her involvement in leadership development spurred her interest in exploring the manager’s pivotal role in achieving superlative customer service, retaining exceptional talent, and creating strategic momentum. Now, helping organizations become great places for patients and great places to work, Wendy’s consulting practice focuses on leadership development, team-building and service excellence. Known for her readable, practical writing, Wendy has written more than 10 books, including several healthcare best-sellers. Wendy received her doctorate in Human Development from the Harvard Graduate School of Education.


• About David Smith, Ed.D. David is the founder and principal of David Smith Associates, a consulting firm that focuses on leadership development, organizational change and executive coaching working with clients in the U.S. and Europe. Much of his practice focuses on developing leaders who have strong emotional intelligence in additional to technical expertise, and on developing strong, collaborative work teams. He is the former Director of Organization and Staff Development at the Albert Einstein Healthcare Network, directing a team of consultant/trainers on a variety of learning and change-related healthcare initiatives. He also spent a decade working at the University of Pennsylvania, his last role being Director of Leadership Development. David received his Bachelors in Psychology from Harvard University, his Masters in Education from Temple University and his Doctorate in Education from the University of Pennsylvania.
  
  

Typical Group Size: 15-25 managers