MHA-FPX5012_GarciaMartina_Assessment2-2

docx

School

Capella University *

*We aren’t endorsed by this school

Course

5012

Subject

Management

Date

Jan 9, 2024

Type

docx

Pages

Uploaded by DukeMoon10095

Personal Leadership Analysis Martina Garcia Capella University MHA-FPX5012: Organizational Leadership and Governance Dr. Andrea Lowe November 2023

2 Table of Contents Personal Leadership Analysis .......................................................................................................... 3 Part I: Critical Leadership Competencies for Health Care Organizations ....................................... 4 Part II: Personal Leadership Gap Analysis .................................................................................... 16 Part III: Individual Leadership Development Plan (ILDP) ........................................................... 23 Conclusion ..................................................................................................................................... 29 References ...................................................................................................................................... 30

3 Personal Leadership Analysis Each year, $200 billion is spent on leadership development in the United States ( Corbie- Smith et al., 2022). More recently, the National Center for Healthcare Leadership (NCHL) (2018) conducted an unprecedented national study of health care clinical and non-clinical leaders and managers in 2004 to create the first validated set of competencies to define effective leadership in the health care environment. This leadership framework has informed the creation of leadership development and performance evaluation programs for healthcare organizations ever since. In 2018, the NCHL issued the Health Leadership Competency Model 3.0 , which re- envisioned the initial three domains of transformation, execution, and people into two domains: action and enabling ( National Center for Healthcare Leadership , 2018). Between the COVID-19 pandemic (and its many repercussions) and the rise of social justice movements to address societal inequities, healthcare systems and leaders have re- evaluated what leadership qualities and characteristics were most helpful in successfully navigating their teams through times of immense change. Dr. James K. Stoller (2020) from the Cleveland Clinic identified five qualities that were most pivotal for his organization: challenging the process, inspiring a shared vision, enabling others to act, modelling the way, and encouraging the heart. Through this lens of the larger environmental factors influencing health care the following paper will outline the five critical leadership competencies required for health care organizations in a shifting health care dynamic, a gap analysis of my own leadership skills and competencies, and, finally, an individualized leadership development plan (ILDP).

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Figure 1 NCHL Competency Domains 4 Part I: Critical Leadership Competencies for Health Care Organizations As mentioned earlier, the National Center for Healthcare Leadership (2018) updated its leadership competency model in 2018 to reflect two domains: action and enabling. Within each domain, previously identified competencies were re-aligned to reflect the high-level categories that contribute to successful leadership in the ever-changing health care landscape. Within the Note. From Health Leadership Competency Model, 3.0 , by National Center for Health Leadership, 2018, https://www.nchl.org/research/ action domains, execution, relations, and transformation are grouped within the larger context of boundary spanning, which integrates the ability to have an outside-looking-inside perspective (Figure 1). This is critical as health care systems navigate their development, build partnerships with the communities they serve, and re-define the role of health care within a population health framework that integrates social determinants of health into strategic planning (Corbie-Smith et

5 al., 2022). The enabling domain encompasses the personal traits and characteristics that enable success in the action domain categories, such as self-awareness and self-development; health system awareness and business literacy; and alignment of personal and organizational values ( National Center for Healthcare Leadership , 2018). Additional leadership competency frameworks have developed in the context of major shifts within the health care industry including the demands for greater societal equity (Corbie-Smith et al., 2022) and the dominance of Lean within organizational and management design strategies (Aij & Rapsaniotis, 2022). Corbie-Smith et al. (2022) propose an equity-centered leadership framework that interweaves core leadership competencies required to advance equity and inclusion with traditional leadership competencies. Their domains are like those in the traditional NCHL model ( National Center for Healthcare Leadership , 2018): personal, interpersonal, organizational, and community and systems (Corbie-Smith et al., 2022). This approach elevates the importance of health care organizations taking a leadership role to advance equity as part of their core mission, rather than an offshoot initiative outside of and secondary to the larger organizational strategic priorities (Corbie-Smith et al., 2022). Papa and Robinson (2023) propose emphasizing a trauma-informed approach to leadership competencies based on the rise of workplace violence incidents, residual trauma from the pandemic, and an increase in workplace incivility. They recommend the adoption of the Substance Abuse and Mental Health Services Administration (n.d.) six principles of trauma-informed care: safety; trustworthiness and transparency; peer support; collaboration and mutuality; empowerment, voice, and choice; and cultural, historical, and gender issues (Papa & Robinson, 2023). The consequences of leaders who fail to address both the trauma experienced by health care workers and the increasing diversity in the workplace are more likely to face increased issues with burnout, staff turnover, and challenges in recruiting (Corbie-Smith et al. 2022; Papa & Robinson, 2023). Likewise, the health care industry has warmly embraced Lean management principles to drive greater efficiencies and savings adoption of its problem-solving framework to apply to

6 health care challenges outside of process improvement requires leaders to have more than passing familiarity with its concepts and tools (Aij & Rapsaniotis, 2022). Like the NCHL (2018) Health Leadership Competency Model 3.0, Lean principles can be categorized into action domains and enabling domains (Table 1). Aij and Rapsaniotis (2022) conducted a meta- analysis comparing the concepts of lean leadership to servant leadership, a traditional leadership model used by leaders across industries, highlighting the leadership competencies required by organizations on a Lean journey to be successful. This crosswalk demonstrated that the leadership qualities required to drive Lean improvement efforts are consistent with the leadership competencies outlined in the NCHL (2018) model, including qualities such as employee engagement, humility, and a focus on continuous improvement (Table 2). In today’s post-COVID health care environment, many health systems are struggling financially and leaders who do not embrace Lean competencies face potential consequences of not having the tools and resources to navigate their organizations out of the economic challenges, nor be able to engage highly effective teams to work collaboratively to identify areas of improvement and develop interventions to operate more efficiently (Bijl et al., 2019). Table 1 Lean Leadership Competencies ACTION DOMAIN ENABLING DOMAIN  Improvement culture: Relentless pursuit of perfection while embracing failure as an opportunity for learning and growth.  Self-development: Model the behaviors you want others to follow with ongoing reflection of self-growth and accountability.  Qualification: Focused on coaching others, with a commitment to fostering continuous learning and  Empowerment of others  Trust and transparency  Modesty  Openness/humility  Respect for people

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

7 development.  “Gemba:” Defer to expertise of those who do the work, making decisions based on firsthand knowledge.  “Hoshin kanri:” Goals at all levels of the organization should be aligned and patient centered. Note. Adapted from “Leadership requirements for lean versus servant leadership in health care: A systematic review of the literature,” by K.H. Aij and S. Rapsaniotis, 2022, Journal of Healthcare Leadership , 9 , 1–14 ( https://doi.org/10.2147/JHL.S120166 ). Emory Johns Creek Hospital (EJCH) is at a critical juncture as Emory Healthcare, the hospital’s umbrella organization, has launched a seismic shift in the organizational structure – moving from a divisional organization structure with decentralized leadership and autonomy, to a more functional structure where leadership is determined by service line, rather than location. This restructuring necessitates leadership that is skilled in change management principles to help share the vision for the changes, build coalitions and buy-in, achieve and publicize wins, and hardwire changes to achieve the desired outcomes (Kotter, 2012). In addition, the implementation of the new electronic health record highlighted the need for greater efficiency and redesign of antiquated processes and workflows to increase patient access to services and enhance their overall experience. Adjacent to these structural issues is the need for swift and meaningful organizational course correction to address diversity, equity and inclusion within the workforce, health disparities among the patient population and worker resilience and retention to maintain safe staffing levels (Emory Healthcare, 2023). With so much change happening in all directions, there is a greater demand for leaders to help their teams navigate the change to maintain highly engaged and effective teams. Widespread organizational change can lead to high levels of employee stress and burnout, disengagement and turnover and leaders who do

8 not address these issues authentically and transparently early face the potential consequence of staff cynicism and challenges with retention during the change process (Day et al., 2017). With the above leadership competency frameworks in mind and based on the needs of EJCH now and in the future, I have created a crosswalk for the competency themes that bridge the NCHL model ( National Center for Healthcare Leadership , 2018), the equity model proposed by Dr. Corbie-Smith and colleagues (2021), and the Lean leadership model (Aij & Rapsaniotis, 2022) identifying the top five leadership competencies needed for EJCH (Table 2). Lean management is designed to increase operational efficiency and productivity while eliminating waste at the system and local level, with the end goal of increasing the organization’s delivery of value to the customer (Bijl et al., 2019). One of the limitations of Lean management is that it does not prioritize engagement with a larger community or the advancement of the body of knowledge through evidence-based research. Table 2 Crosswalk of Leadership Competencies NCHL a Change Leadership Process & Quality Improvement Innovation Interpersonal Understanding Self-Awareness Health Equity b Change Leadership Implementation Science Innovative Orientation Collaboration & Partnerships Self-awareness Lean Managmeent c Hoshin Kanri Improvement Culture No true equivalent Gemba Openness/humility

9 Note. a Adapted from “National Health Competency Leadership Model, 3.0,” by National Center for Healthcare Leadership, 2018, NCHL Online Store, ( https://www.nchl.org/research/ ) . b “Leadership development to advance health equity: an equity-centered leadership framework,” by G. Corbie-Smith, K. Brandert, C.S.P. Fernandez & C.C. Noble, 2022, Academic Medicine , 97 (12), 1746–1752 ( https://doi.org/10.1097/acm.0000000000004851 ). c “Leadership requirements for lean versus servant leadership in health care: a systematic review of the literature,” by K.H. Aij and S. Rapsaniotis, 2022, Journal of Healthcare Leadership , 9 , 1–14 ( https://doi.org/10.2147/JHL.S120166 ). Change Leadership/Hoshin Kanri According to the NCHL (2018), advanced performance in change leadership involves constantly evaluating effort against the directional strategies of the organization, especially during times of stress and uncertainty. Change agents navigate their teams by providing clarity and focus, positively supporting the change vision, and mitigating resistance or team fears ( National Center Health Leadership , 2018). Within the framework of equity, change leadership also encompasses meeting people where they are, helping teams understand how barriers and structures perpetuate inequity, and build the compelling vision for an inclusive environment (Fernandez & Corbie, 2021). Within the Lean framework, Hoshin Kanri is the alignment of change to the directional strategies (Aij & Rapsaniotis, 2022), with the seven Hoshin Kanri steps similar in structure to Kotter’s theory of change (Kotter, 2012). The consequences of health care leaders not being expert in change management can be dire. COVID-19 showed the need for flexible, adaptive leadership that can provide clarity in the time of chaos and uncertainty, galvanize, and direct aligned teams, and focus on organizational goals (Lamba et al., 2022). Leaders who were not able to pivot in the face of change and bring their people along found

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

10 themselves struggling to maintain staffing levels, supplies, and revenues, often resulting in layoffs as the initial gap payments from the government went away (Lamba et al., 2022). At EJCH, leadership skilled in change management principles will be critical in advancing the embrace of Lean management systems to streamline operations, increasing patient flow, and improving patient satisfaction across clinical departments. Leadership expertise in change leadership principles can also play a vital role in navigating the hospital as DEI programs and health equity work are implemented (Fernandez & Corbie, 2021). For example, discussions of bias, institutional and structural discrimination, and mitigation strategies can be emotionally fraught and encounter a high degree of resistance from teams, especially those representing the dominant groups (Fernandez & Corbie, 2021). The ability to articulate the vision of inclusion, leading by example, and overcoming resistance will forge more inclusive and cohesive teams (Fernandez & Corbie, 2021). Finally, change leadership expertise will be critical in helping teams with the transition to a service line organizational structure, as roles and reporting structures change in the coming months. This can help calm anxieties while demonstrating the goal in achieving greater patient satisfaction, streamlining decision-making within service lines, and creating a more consistent experience for employees, providers, and consumers (Kotter, 2012). Process Improvement/Implementation Science The entirety of Lean management is constructed around creating a continual process improvement culture in a relentless pursuit of perfection (Bijl et al., 2019). The requirement for leadership to drive process improvement is a critical competency identified by the NCHL model, as well, with four levels of skills competence development ( National Center for Healthcare Leadership , 2018). For most leaders, achieving level three would be an appropriate target, as

11 level four deals primarily with organizational governance and external affairs ( National Center for Healthcare Leadership , 2018). For most leaders, the goal would be to demonstrate the ability to assess benefits and drawbacks to existing organizational structures, provider structures, and use the knowledge to recommend and design improvement strategies ( National Center for Healthcare Leadership , 2018). Within the equity model, they take the concept of process improvement a step further in advocating for implementation science, a body of study that examines implementation strategies that result in greatest adoption, sustainability, and produce the best outcomes (Corbie-Smith et al., 2022). Using this framework in partnership with Lean methodologies can help advance the effective use of Lean improvement strategies to improve the patient experience and contribute to the knowledge base of DEI and health equity implementation science to hardwire gains and positive outcomes (Rahman, 2019). External forces shift constantly due to regulatory changes, technology disruptions, financial head winds in the economy, or different demands from consumers. Leaders who cannot only adapt, but are able to direct quick, effective changes that increase efficiency and outcomes can keep organizations able to respond to shifting needs, optimize resources, and build financial sustainability (Bijl et al., 2019). Failure to embrace process improvement strategies and implementation science are at risk of falling behind significant trends in the industry, losing market share, and potentially face negative financial repercussions if unable to achieve patient safety and quality goals mandated by value-based purchasing, one of the fundamental requirements of accountable care organizations (Bijl et al., 2019). Innovation Orientation While Lean does not explicitly refer to innovation within its competency domains, the methodology itself promotes innovation designed by the people who do the work (Bijl et al.,

12 2019). Outside-the-box problem-solving is actively promoted in Lean improvement events (Bijl et al., 2019). While perfection is the goal of Lean, it is never allowed to get in the way of progress and failure is embraced as a mechanism for learning and improvement ( Bijl et al., 2019). This also aligns with the equity model that actively fosters application of current ideas and challenging the status quo by inviting diverse thoughts, styles, and experiences to inform organizational design (Fernandez & Corbie, 2021). Leaders who fail to develop their skills at innovative thinking are likely to quickly fall behind in terms of industry standards, adoption of evidence-based practices, and finding creative solutions to complex challenges facing them, their organizations, and their teams (Bijl et al., 2019). EJCH is part of an academic health system which promotes research and advancing innovation in health care. We have an extraordinary opportunity in forging new knowledge around health equity and creating inclusive work environments. Additionally, with the needs of retention and engagement of the younger generation of workers, by using a research framework of data collection, analysis, and reporting through publications, we can contribute to best practices to inform other health system struggling with similar challenges (Rahman, 2019). Interpersonal Understanding, Collaboration, and Partnerships Within the Health Leadership Competency Model 3.0 , interpersonal understanding is a competency that measures a leader’s ability to understand and be open to the perspectives of others, especially those with diverse backgrounds and cultures (National Center for Healthcare Leadership, 2018). Demonstration of advanced leadership competency in this area goes beyond simple emotional intelligence. It requires initiative-taking efforts by the leader to increase diversity, be intentional in fostering a culture of inclusion, and establishing and adhering to performance measures to hardwire an inclusive workforce (National Center for Healthcare

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

13 Leadership , 2018). The equity leader competency model extends the definition of this competency to include training in power sharing, meaningful partnerships with community groups, and linking DEI strategies to the organization’s financial strength (Corbie-Smith et al., 2022). While Lean has no explicit concern about diversity, equity, and inclusion, it actively promotes the idea of deferring to the expertise of others, which can be extended to their lived experiences, as well (Aij & Rapsaniotis, 2022). This is exemplified by Gemba, which involves leaders working authentically and in close collaboration with frontline teams to understand their needs, perspectives, and ideas for improvement (Aij & Rapsaniotis, 2022). Leaders who fail to build their skills in this area are likely to experience challenges in recruiting and retaining an increasingly diverse workforce and put their organizations at risk of civil rights violations and penalties if unable to provide equitable care to their patient populations (Canon, 2021). For EJCH, leaders can benefit from learning from the diverse voices of its workforce, which is 43% White, 28% Asian, 24% Black, and 5% Hispanic (all races), through its DEI committee, listening sessions, and actively integrating DEI principles in its program designs, hiring practices, succession planning, and performance management programs (Emory Healthcare, 2023). It also can leverage this framework in the formation and support of its patient family advisory council (PFAC), which represents diverse voices from the community to inform strategies, process improvement efforts, and initiatives that impact patient care. Self-Awareness/Humility The Health Leadership Competency Model 3.0 defines the competency of self-awareness as the ability of the leader to be self-reflective with a high degree of the ability discern their own strengths and development opportunities ( National Center for Health Leadership , 2018). The advanced level competency for leaders involves not just the ability to analyze themselves, but

14 also be cognizant of their impact on others. Moreover, highly effective leaders are forward thinking, pursuing long-term professional and personal goals, and actively working on behavior changes that enhance their ability to influence others ( National Center for Health Leadership , 2018). Within the equity model, self-awareness includes the understanding that their perspectives and leadership styles may not be the same as others and are willing to create space for assorted styles to flourish, be accountable for their own mistakes, and be courageous in the face of difficult conversations around bias and identity (Fernandez & Corbie, 2021). Leaders set the tone for their teams – if a leader demonstrates the behavior they desire for others, they are more likely to have more effective teams who model that behavior in turn. As described by Rahman (2019) in her research on diversity, equity, and inclusion management strategies, leaders play a critical role in shaping organizational culture, team building, and setting behavior norms to advance equity (Rahman, 2019). Within Lean, the concept of humility as a leadership competency aligns with the HCNL and equity models, as it reminds leaders that they do not have all the answers (nor are they expected to), and that through being humble, sharing power, and listening to the lived experiences of others, they can increase their knowledge and increase their overall effectiveness (Bijl et al., 2019). A potential consequence for leaders who do not develop these competencies is to experience a high degree of attrition in their teams, as their employees may not consider their contributions valued or respected (Rahman, 2019). Another potential consequence if leaders are not humble or willing to invite differing perspectives is the risk of making poor business decisions – no one person ever has all the answers, and frontline staff often have a unique viewpoint of how effective or reasonable policies and protocols are (Fernandez & Corbie, 2021). By sharing power and deferring to the expertise of others, they can have a more holistic view of the challenges and opportunities facing

15 their departments and organization and develop more effective teams who feel listened to, respected, and that their input and contributions are valued. For EJCH, this level of humility and self-awareness will be critical as we embrace significant organizational changes.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

16 Part II: Personal Leadership Gap Analysis For a leader to be effective, it is critical they perform an authentic and honest assessment of their own strengths and opportunities for development to ensure they are better equipped to have the skills and competencies the organization requires. Recruiters have used the STAR (or Situation Task Action Result) framework to interview potential candidates to evaluate their fitness for positions (DDI, n.d.). This framework can be an effective leadership development tool in assessing an individual leader’s strengths and opportunities for growth (Capella University, n.d.). In comparing the organizational needs against my own strengths and weaknesses using the STAR format, I was able to identify areas where my skills are at a level to help advance strategic goals, and where additional development work may help my leadership effectiveness. Strengths Change Leadership As discussed above, change leadership skills will be critical in helping navigate the hospital and teams through oncoming changes at the system and local level. I first was trained on change leadership principles at a previous employer that was undertaking two significant transformations: the conversion from paper charts to an electronic health record and the integration of its three hospitals into a service line structure. As advisor to the Chief Medical Officer and Chief Operating Officer, I learned change theory and developed change management implementation plans. These skills helped us achieve buy-in from skeptical private and faculty practices, increase engagement from a previously disenfranchised scattering of employed practices, and successfully and smoothly implement the new electronic health record. In my role, I developed the key messaging that we used to establish the burning platform for change for service lines and clarify the future vision at my previous employer (Kotter, 2012). When my current employer announced its decision to rapidly move to a service line structure, I was able to tap into that knowledge to begin messaging with my own teams and my colleagues

17 at town halls. Through private conversations and public opportunities to share my experience and enthusiasm for the changes, I have used my experience in change management to mitigate anxiety and uncertainty with my peers and direct reports. Self-Awareness Self-awareness is a critical competency for the modern leader and fundamental to emotional intelligence. According to research by Eurich (2018), there are two types of self- awareness: internal and external. Internal self-awareness means having insight into one’s own values, aspirations, how one reacts to others and how an individual’s perspective may differ from others. Within an equity framework, this means acknowledging one’s own identities, formative context, accountability for mistakes, and understanding of one’s gaps in knowledge (Fernandez & Corbie, 2021). External awareness involves understanding one’s impact on others and their perception of the leader. It also influences others’ willingness to provide constructive feedback, especially if a leader can receive information openly and without judgment. Self-awareness also reflects one’s willingness to facilitate deep and vulnerable conversations in a way that creates psychological safety for others (Fernandez & Corbie, 2021). In 2021, I was asked to develop training to help our hospital grapple with the trauma and tension that emerged from the COVID-19 pandemic, racial justice concerns after the murder of George Floyd, and reinforce our commitment to creating a culture of welcome. In the past two years, I have facilitated 65 classes on bias and inclusion with frontline staff and leaders. We received an 85% favorable rating from attendees in post-class surveys, with students praising the way in which I facilitated challenging conversations. One student suggested that my use of a humorous video that highlighted how people can inadvertently marginalize people of color indicated I advocated being confrontational or mocking the person who misspoke. I received the student’s feedback openly and introspectively, checked my own reactions for potential defensiveness, and reflected on how to better unpack the lessons from the video to clarify the difference between calling out and calling in. Self-awareness is a journey of self-exploration,

18 growth, and inviting feedback to continue to grow as an individual and leader (Eurich, 2018). This strength allows me to be a resource to the hospital as we continue our DEI journey and as a resource to my colleagues in coaching them when they experience challenging situations within their own teams, whether peer-to-peer or patient-to-staff. Weaknesses Innovative Thinking In their global study of 10,000 leaders across a variety of industries, Muff et al. (2021) identified the five top key leadership competencies required to responsibly lead organizational response to shifting dynamics and environment and encourage long-term sustainability: self- awareness, ethics and values, systems thinking, stakeholder relationships, and innovative thinking. Between environmental disruptions, the pandemic, and the subsequent fallout experienced by staffing and supply chain issues, leaders who are nimble and creative in response to change are better able to navigate these waters (Muff et al., 2021). These leaders can quickly respond and capitalize on new disruptive technologies and circumstances to develop innovative programs, products, and services (Muff et al., 2021). They are also more likely to embrace change as an opportunity to think differently about the current state to identify solutions to long-term problems (Muff et al., 2021). When contrasting my competency in this area against the previously discussed health care industry need for leadership competency in innovation, I tend to fall short. By looking for existing, evidence-based programs to implement, rather than entertaining new methods or ideas, I tend be more of an early adopter than innovator and is a competency I need to develop to improve my ability to advance organizational objectives. An example of this is when I was confronted with a lackluster patient family advisory (PFA) program that was in disarray when I took on my current role. I spent a year researching best practices to create a new structure that I rolled out in 2020. After initial momentum, the projects, and interactions between hospital leaders and the PFA council began to fizzle, and meetings ended up being cancelled due to

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

19 lack of substantive meeting topics. This was a source of frustration to me and my PFAs, who were eager to help but felt under-utilized and disconnected from the hospital and I was at a loss of how to proceed as I had followed best practices. After introspection and interviewing of other colleagues, I realized I was not only alone in these challenges, but that I was flawed in thinking I was solely responsible for identifying the perfect solution. I had to change my mindset. I started with interviewing the current PFAs and the hospital leaders to see where there was a shared vision, what the barriers were to greater integration, and to begin defining what an ideal state of PFA engagement in hospital strategic planning would look like. We are currently in the process of re-envisioning the PFA program using Lean methodology and people-centered design concepts and will discuss this later as part of my development plan. As a result, I have realized that true innovation comes through robust collaboration and openness to the ideas and input of others. Interpersonal Understanding Overall, in my role in patient relations and implicit bias training, I tend to be empathetic and able to read body language and non-verbal cues and tuned into the perspectives and motivations of others. Within the NCHL and equity models, this leadership competency drives greater understanding and cultural competency in building cohesive and high functioning teams ( Corbie-Smith et al., 2022; National Center for Healthcare Leadership , 2018). It also guides organizations in business development and customer engagement to avoid pitfalls and meet customer expectations. This competency is a critical function of my role as the director of patient experience. By increasing my skills in this area, it will be a significant asset to the hospital and Emory Healthcare to cultivate a robust, dynamic, and high-functioning diverse workforce and patient population. In my gap analysis, I realized that while I excel in aspects of this competency, I still struggle with some of the basic level aspects to interpersonal understanding, such as others’ motivations and navigating the politics involved in a highly matrixed organization. Until recently,

20 each entity within our system had its own patient experience leadership without a centralized leader. Last December, these leaders held a strategic planning retreat to identify areas of opportunity for standardization. Unfortunately, the corporate leader for performance analytics was threatened by this move and decided to usurp the effort. He then targeted me specifically as I facilitated the retreat at the group’s request, attempting to malign me to my hospital’s chief executive of ficer. This situation caused me deep stress and anxiety and the entire project fell apart due to the corporate leader’s inability to organize and lead the team he constructed. In analyzing this situation, I realized that I need to cultivate a better understanding of how to navigate toxic leadership better and leverage ally networks to not be undermined by retaliatory people in power. I also learned the importance of managing my emotions to not allow toxic coworkers to undermine my health and focus. Process Improvement & Organizational Design Health care continues to integrate Lean management principles as a core part of operations, quality, and patient safety (Aij & Rapsaniotis, 2022). Therefore, leadership competency in advanced process improvement facilitation and problem-solving techniques is paramount. Moving beyond simple efficiency improvements, clinical leaders are using Lean methodologies to tackle complex medical decision-making, culture change issues, and employee engagement (Aij & Rapsaniotis, 2022). These methodologies also inform the allocation of people and financial resources through organizational design (Aij & Rapsaniotis, 2022). As a patient experience leader, enhancing my expertise in process improvement skills and competencies can accelerate improvements and address barriers to adoption of best practices. Using implementation science, we can then document and validate best practices in patient experience to enable highly effective teams both at EJCH and other health care organizations. Although I have participated in process improvement projects throughout the past 20 years, I never led an entire value stream analysis by myself. At EJCH, we have a team of

21 organizational engineers with black belt certification in Lean/Six Sigma training. As part of our Lean journey, senior leadership at the hospital insisted that only the industrial engineers were able to lead Lean process improvement projects. As a result, one of the engineers led the improvement projects associated with improving nurse responsiveness and cleanliness of the hospital. A good cross section of stakeholders participated in the projects, but the team never addressed the fundamental behavior issues that were barriers to improvement. By the end of the year, none of the patient satisfaction scores increased and both projects were failures. As a leader who understands process improvement, I believe subject matter experts in the areas being improved are those best equipped to lead the efforts. Building my skills in this area is critical for my own professional development and for my hospital to achieve its patient satisfaction goals.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

22 Part III: Individual Leadership Development Plan (ILDP) After completing my leadership skills gap analysis, I created the following individual leadership development plan (ILDP) to increase my capacity within three competencies: innovative thinking, interpersonal awareness, and process improvement and organizational design. Each section includes key performance indicators, specific action plans, timelines, and how they contribute to organizational objectives. They also are critical to my brand as an inclusive problem-solver – interpersonal awareness is critical in being inclusive, while skills in process improvement and innovative thinking increase my effectiveness as a problem-solver. Innovative Thinking Action 1: Complete A3 Redesign of Patient Family Advisory Council The first step in advancing innovation is to continue to lead the A3 re-design of the Patient Family Advisory Council (PFAC) at EJCH. As confirmed by the PFAs in our September 13, 2023, meeting, this will be a year-long process using the Lean A3 model. The A3 model allows the collaborative process to lead to innovation, rather than trying to impose a solution. The goal of the PFAC will be to provide patient representation on the six strategic priorities in the EJCH annual operating plan and aligns with the Emory Healthcare directional strategies to advance the health of the communities it serves, by including representation from those communities in the design of programs and policies (Emory Healthcare, n.d.). Taking a Lean approach also requires documentation of the steps taken, with a final evaluation retreat scheduled for May 2024 to review the effectiveness and determine priorities for the next year. This documentation and reporting of outcomes align with industry goals to advance patient-centered care in health care as a priority. PFA programs have taken a hit across the country after COVID-19 and this work can contribute to the industry knowledge of new methods to increase patient and hospital engagement. Key Performance Indicators . To evaluate the effectiveness of this action plan, I will track the attendance of participants in each monthly meeting, hours taken to complete the A3, number of PFA members embedded and actively participating in the committees, and overall PFA and leader

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

23 satisfaction at the end of the year debrief. Outcome goals will be: 1) alignment with the annual operating plan patient satisfaction targets, 2) creation of an annual report, and 3) a draft academic paper for publication in a peer-reviewed patient experience journal or conference presentation. Action 2: Host Series of Collaborative Brainstorming Sessions The next step to promote my innovation competency is to host a series of World Café sessions with focus groups to tackle key questions facing the patient experience at EJCH, including how to better meet the expectations of South Asian delivering mothers in our Women’s Services department, how to better navigate families through the discharge process, and to partner with patients more effectively in pain management strategies (The World Café, n.d.). Through this invitation to understand the lived experiences and expectations of our patient population, we can drive changes to enhance their care at the hospital. Lamba et al. (2022) document the utilization of this technique through virtual World Café groups during COVID-19 to address concerns of different community within the Rutgers Health System and identify strategies to mitigate harm to those communities during the pandemic within a health equity lens. This approach aligns with the organizational directional strategies for creating inclusive healing environments and advances the patient experience goal for likelihood to recommend as measured by Press Ganey (n.d.) by using a stratified approach to identify gaps and opportunities in care delivery (Emory Healthcare, n.d.). This also aligns with industry needs to identify better health equity strategies. Key Performance Indicators . To measure performance in completing this action plan, we aspire to complete three World Café sessions in fiscal year 2024, with the identification of three new actions we can take as a hospital to improve patients’ “likelihood to recommend” (World Café, n.d.). While the outcome measure will be tracking the “likelihood to recommend” score in the Press Ganey surveys (Press Ganey, n.d.), we will stratify the data to measure performance across race and ethnicity (Emory Healthcare, n.d.). For the driver metrics, we will track the number of

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

24 participants, documentation of the implementation of recommended changes, and quarterly report- outs to the PFAC and hospital leadership team. Interpersonal Awareness Action 1: Identify an Executive Coach or Mentor To achieve this goal, I will focus on increasing my skills in understanding the motivations of and interactions with others, especially those with whom I may experience interpersonal conflict. My goal is to identify a leadership mentor within the organization who has worked at the system level to help me navigate the personalities and dynamics at the system level that I may not be aware of due to my role embedded within one of the entities. While I currently have good working relationships at the local level, as Emory Healthcare moves to a service line model with a greater emphasis on systems thinking, increasing my awareness of the players at the system level and strategies to achieve goals across the entities will be critical to not only increase my own effectiveness at EJCH, but in building partnerships to enhance patient experience practices across the Emory Healthcare system. This will be an ongoing process, but my goal it to identify either an individual mentor or a “women in leadership” networking group by the end of October. This aligns with organization and industry needs because health care systems need leaders who can work with a variety of personalities to drive common goals (Emory Healthcare, n.d.). Key Performance Indicators . To measure my performance in this area, I will journal the nature of the discussions with my mentor or networking group and any actions that come out of those monthly discussions and perform a 360-evaluation mid-year with colleagues from across the system to see if there are additional areas of opportunity and growth. Action 2: Research Best Practices in Navigating Office Politics This action plan will be accomplished by identifying resources that can increase my skills in understanding best practices and techniques in navigating office politics. My goal is to develop a year-long calendar of focused activities to enhance my skills including reading at least six journal articles about interpersonal work relationships, at least one book about office politics, and

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

25 completing online learning modules identified by leaders in this space, such as the Society for Human Resource Management (n.d.). This aligns well with industry and organizational needs in having effective leaders who can build consensus and lead collaborative initiatives to advance system priorities. Key Performance Indicators . To measure performance in completing this action plan, I will read at least six articles, one book and participate in at least three online learning modules by the end of fiscal year 2024. In addition, I will commit to implementing at least three new strategies to increase my interpersonal awareness and use those strategies as part of my mid-year 360 review to see if my peers notice a difference in my leadership style. Process Improvement and Organizational Design Action 1: Lead a Value Stream Analysis and a PFAC-driven Improvement Project This will be accomplished by building on the initial planning session held on September 13, where the team identified the top six priorities they wanted to influence in the next fiscal year. I will do this by building out a framework where we select one area of focus (discharge planning) that we partner with hospital staff to address. We will map the current state process, identify functional and personal barriers to discharge, identify potential solutions, and identify at least two tests of change we can implement in the fiscal year. We would emulate the approach used by MD Anderson Cancer Center to address quality and safety concerns on a cardiothoracic unit (Salinas et al., 2022). By using Lean strategies of project leaders using kamishibai cards to round on units, they were able to identify and remove barriers, address broken and non- standardized processes, and engage patients and families in identifying solution strategies (Salinas et al., 2022). This approach aligns well with organization and industry needs because we have seen an increase in the average length of stay at EJCH and routinely score in the 50 th percentile for care transitions on the Press Ganey survey (Emory Healthcare, 2023). Any

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

26 identified improvements made because of this process can inform the knowledge base for other hospitals struggling with increased length of stay due to delayed discharges. Key Performance Indicators . To consider performance of this action plan successful, I will lead at least two plan-do-study-act cycles of tests of change with the PFAC and hospital leadership. We will measure the effectiveness of those tests of change through qualitative and quantitative measures, such as Press Ganey (n.d.) scores and post-implementation interviews with patients. Changes that result in a positive impact will be written up as a proposal to present at either the annual Press Ganey (n.d.) or Beryl Institute (n.d.) conferences. Action 2: Develop a Workforce Planning Model for Patient Experience Professionals For health care professions such as nursing or physician practices, there are staffing models that inform health care leaders of the number of employees required to safely and effectively staff units or practices. Currently, there are no such models for determining the optimal staffing of patient experience departments, which include service performance, coaching, interpretive services, guest services, volunteer management, patient family advisory program management, and patient advocacy. This goal will be accomplished through interviews with colleagues from hospitals representing a range of sizes and patient populations (i.e., urban versus rural, or academic versus community hospitals), research into organizational design theory and practices, collaboration with the Vanderbilt Center for Patient and Professional Advocacy (n.d.) and Beryl Institute (n.d.), and research into approaches taken in other industries and professions. This aligns with organizational needs by the creation of a model that can inform staffing practices at the various Emory Healthcare entities, with standardization of job descriptions and codes, compensation models, allocation of full-time equivalents based on entity size, and career paths for staff. This aligns with industry needs by the creation of the first patient experience staffing model proposed for private health care systems. Currently, the only

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

27 published model is one published by the Veterans Administration (2018), whose structure is not equivalent to most private and community-based hospitals. Key Performance Indicators . Successful completion of this action plan will be determined by the successful completion of a draft model by the end of fiscal year 2024, with presentation of the model to the Emory Healthcare chief experience officer.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

28 Conclusion One of the biggest lessons to come out of the COVID-19 pandemic was the importance of nimble, creative, and people-centered leadership to help health care organizations adapt to the rapidly changing demands and challenges experienced in the last three years (Lamba et al., 2022). That process shone a light on many of the specific skills required to lead health care organizations into the future. While there are many factors that result in people being promoted into leadership roles, in my experience, other than functional training on performance evaluations and budgeting, little focus has been provided to leaders in health care to conduct a detailed self-assessment of their skills and gaps in relationship to organizational and industry needs – and certainly not within the framework of clearly defined leadership models such as those defined by the NCHL (2018). Through rigorous self-assessment and the creation of individualized action planning, I feel more confident and prepared to expand my capabilities and skills to help my department’s teams, my organization, and the patient experience profession.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

29 References Aij, K. H., & Rapsaniotis, S. (2022). Leadership requirements for lean versus servant leadership in health care: a systematic review of the literature. Journal of Healthcare Leadership , 9 , 1–14. https://doi.org/10.2147/JHL.S120166 Beryl Institute. (n.d.) https://theberylinstitute.org/ Bijl, A., Ahaus, K., Ruël, G., Gemmel, P., & Meijboom, B. (2019). Role of lean leadership in the lean maturity-second-order problem-solving relationship: a mixed methods study. BMJ open , 9 (6), e026737. https://doi.org/10.1136/bmjopen-2018-026737 Canon, Y. (2021). Closing the health justice gap: access to justice in furtherance of health equity. Columbia Human Rights Law Review , 53 (2) , 517-581. https://scholarship.law.georgetown.edu/cgi/viewcontent.cgi?article=3412&context=facpub Capella University. (n.d.) STAR format competency rating. https://courserooma.capella.edu/bbcswebdav/institution/MHA-FPX/MHA- FPX5012/180700/Course_Files/cf_star_competency_assessment_table.doc Corbie-Smith, G., Brandert, K., Fernandez, C. S. P., & Noble, C. C. (2022). Leadership development to advance health equity: an equity-centered leadership framework. Academic Medicine , 97 (12), 1746–1752. https://doi.org/10.1097/acm.0000000000004851 Day, A., Crown, S.N., & Ivany, M. (2017). Organizational change and employee burnout: the moderating effects of support and job control. Safety Science , 100 (A), 4-12. https://doi.org/10.1016/j.ssci.2017.03.004 DDI. (n.d.) Behavioral interviewing . https://www.ddiworld.com/solutions/behavioral- interviewing Emory Healthcare. (2022). Annual operating plan . https://workspace.emory.org/ Emory Healthcare. (2023). EHC Performance. https://workspace.emory.org/

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

30 Eurich, T. (2018, January 4). What self-awareness really is (and how to cultivate it). Harvard Business Review . https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to- cultivate-it Fernandez, C.S.P. & Corbie, G. (2021). Clinical scholars: six core conclusions for training healthcare professionals as leaders impacting unbounded systems. Journal of Leadership Studies, 15 : 55-62. https://doi.org/10.1002/jls.21785 Kotter, J. (2012). Leading Change. Harvard Business Review Press. Lamba, S., Omary, M. B., & Strom, B. L. (2022). Diversity, equity, and inclusion: organizational strategies during and beyond the COVID-19 pandemic. Journal of Health Organization and Management, 36 (2), 256-264. https://doi.org/10.1108/JHOM-05-2021-0197 Muff, K., Delacoste, C., & Dyllick, T. (2021). Responsible leadership competencies in leaders around the world: assessing stakeholder engagement, ethics and values, systems thinking and innovation competencies in leaders around the world. Corporate Social Responsibility and Environmental Management , 29 (1), 273–292. https://doi.org/10.1002/csr.2216 National Center for Healthcare Leadership. (2018). Health Leadership Competency Model 3.0. https://nchl.member365.org/publicFr/store/item/19 Papa, A. & Robinson, K. (2023). Leadership and trauma-informed care: working to support staff and teams. Journal of Emergency Nursing , 49 (2), 172–174. https://doi.org/10.1016/j.jen.2022.11.001 Press Ganey. (n.d.) Human Experience Platform [Data Set]. https://performance.pressganey.com/#/hx-dashboard Rahman, U. (2019). Diversity management and the role of leader. Open Economics , 2 (1), 30– 39. https://doi.org/10.1515/openec-2019-0003

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

31 Salinas, B., Villamin, C., & Gallardo, L. D. (2021). Integration of lean visual management tools into quality improvement practices in the hospital setting. Journal of Nursing Care Quality , 37 (1), 61–67. https://doi.org/10.1097/ncq.0000000000000563 Society for Human Resource Management. (n.d.) Learning. https://www.shrm.org/LearningAndCareer/learning/Pages/EducationalPrograms.aspx Stoller, J. K. (2020). Reflections on leadership in the time of COVID-19. BMJ Leader , leader- 2020-000244. https://doi.org/10.1136/leader-2020-000244 Substance Abuse and Mental Health Services Administration. (n.d.) https://www.samhsa.gov/ The World Café. (n.d.) The World Café . https://theworldcafe.com/ Vanderbilt Center for Patient and Professional Advocacy. (n.d.) https://www.vumc.org/patient- professional-advocacy/vumc-cppa-home Veterans Administration. (2018, April 12). VA Health Care: Improved guidance and oversight needed for the patient advocacy program [GAO-18-356] . Government Accountability Office. https://www.gao.gov/assets/gao-18-356.pdf

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

MHA-FPX5012_GarciaMartina_Assessment2-2

Related Documents