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Leadership

94X – Transforming Our People Strategies: Innovative Approaches From Leading Health Systems

Healthcare leaders are increasingly recognizing that our approaches to managing people are not delivering the engagement, development, change readiness and well-being that our organizations need to navigate forward. Will future success require a radical rethinking of how we approach our management roles? Which approaches have the strongest evidence for success, versus just being “new and…

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84H – Key Ingredients for Successful Innovation Partnerships

The majority of the health system leaders MATTER meets want to be innovative, but very few feel confident in building the systems and culture an organization needs to continuously transform new ideas into solutions. The question is always: How do you create a culture of innovation in an environment that is inherently (and understandably) risk…

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83H – Mentoring Lessons From the International Hospital Federation

Mentoring in any profession offers benefits to both the mentor and mentee. However, mentoring in health systems of different sizes and in different cultures adds complexity to the process and the outcomes. This seminar will examine the unique nature and associated outcomes of mentoring in international settings, especially in a field under increasing public pressure…

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78H – Rural Hospitals: Moving From Surviving to Thriving

Rural hospital challenges are magnified by low inpatient volumes, workforce shortages and an aging infrastructure. Rural hospitals also are often geographically isolated, which further limits their access to resources. Even when part of a larger system, corporate tools do not always translate to local implementation. To sustain the key community resources serving the health needs…

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71X – From Buzzwords to Implementation: Improving Healthcare Management Systems

Many organizations seek to achieve systematic change through performance improvement methods such as Lean and Six Sigma. However, recent research has shown that implementing new high-performance management systems achieves greater success. Nevertheless, it can be difficult to translate the use of these new systems into tangible actions. During this seminar, MaineHealth System will share how…

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66B – Nobody Fights Their Own Ideas: Innovation as a Source of Engagement

This seminar will describe the shared attributes of organizations where the predominant culture styles include both innovation and high reliability. Faculty will emphasize the specific actions leaders can take to set these cultures into motion, rather than simply describing key tenets. You will learn about specific actions such as how to build the capacity of…

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66A – Nobody Fights Their Own Ideas: Innovation as a Source of Engagement

This seminar will describe the shared attributes of organizations where the predominant culture styles include both innovation and high reliability. Faculty will emphasize the specific actions leaders can take to set these cultures into motion, rather than simply describing key tenets. You will learn about specific actions such as how to build the capacity of…

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65B – Transitioning From Acute Care to a Federally Qualified Health Center

As healthcare continues to evolve toward ambulatory care and telemedicine, many healthcare leaders will be considering careers in non-acute care settings such as federally qualified health centers. For many acute care leaders, the world of FQHCs has not been a popular career choice and is not well understood. Some leaders are aware of the unique…

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65A – Transitioning From Acute Care to a Federally Qualified Health Center

As healthcare continues to evolve toward ambulatory care and telemedicine, many healthcare leaders will be considering careers in non-acute care settings such as federally qualified health centers. For many acute care leaders, the world of FQHCs has not been a popular career choice and is not well understood. Some leaders are aware of the unique…

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60H – Five Key Skills to Achieve Margin Improvement Through Middle Management Development

While senior leaders set a hospital’s vision, front-line leaders are responsible for delivering organizational results and supporting senior management’s strategic initiatives. These directors and managers do so by managing people, budgets and processes. As organizations become leaner and flatter in structure, mid-level managers often feel a loss of power and increased uncertainty, typically have fewer…

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