OVERVIEW

This intensive leadership academy provides healthcare professionals with the business, financial, and leadership acumen and skills needed to impact and influence the performance of their teams and organizations. 

Participants will gain in-depth knowledge of health care finance and cost management, reimbursement systems and potential future healthcare finance models, change management and influence skills, and insights into digital transformation, artificial intelligence, and technology trends. In addition, participants will explore and apply team leadership and management skills, including conflict management and prevention, and coaching for higher performance.

STATEMENT OF NEED AND PURPOSE

"Even before the advent of the SARS COVID-19 pandemic in 2020, there has been a tremendous increase over the last forty years in the complexity and costs of the US healthcare delivery system.” Amidst the care needs and population health challenges of the pandemic, these gaps and needs have only become more significant.

Senior and aspiring leaders in healthcare systems need to address the challenges of:

TARGET AUDIENCE

This workshop is designed to meet the needs of physicians, nurses, and others with interest in healthcare leadership.

ELEMENTS OF COMPETENCE

This educational activity is designed to change learner competence and focuses on the following competency areas:

• The American Board of Medical Specialties: Interpersonal, and Communication Skills and Professionalism
• Nursing and Interprofessional: Values/Ethics for Interprofessional Practice, Interprofessional Communication, and Teams and Teamwork

GLOBAL LEARNING OBJECTIVES

By the end of this academy, participants will be able to:

1. Measure and increase their personal and organizational influence through use of the X-Functional© 180° Assessment and speaking the language of healthcare as a business.
2. Explain the distinctions between managing and leading, and gain skills and competency in both.
3. Apply cost accounting principles related to health care, appraise cost allocation models, and construct refined cost allocation models
4. Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy.
5. Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations.
6. Outline two proven change management strategies and apply one to one of their own organization’s major initiatives.

Course Objectives (Days 1 & 2):

1. List the six components of charisma and use these skills to evaluate video clips of presentations.
2. Identify their own executive presence and style to create their unique personal brand story.
3. Demonstrate their vocal delivery and apply feedback from the class and communication coach.
4. Describe how digital technologies offer innovation and performance improvement opportunities.
5. Identify specific opportunities for leveraging digital technologies to enrich patient interactions, innovate services innovation, and enhance operations.
6. Explain how to manage the change process of digital innovation.
7. Identify the 3 main reasons why change is difficult for individuals and why individuals resist change.
8. Develop change / resistance management strategies to address fears and resistance to change that build acceptance and adoption.
9. Identify the 5 reasons why organizations struggle to implement and develop organizational change management strategies.
10. Explain the roles and responsibilities of an effective sponsor of change and develop a plan of action to effectively sponsor and lead a change initiative.