About the Session
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 direct reports, and often must rely on strong influencing skills and the ability to navigate networks of resources to achieve results.
Research on top-performing hospitals has identified five key characteristics that healthcare front-line leaders demonstrate. This seminar will include a review of the research and a structure that builds these capabilities in the front-line team to lead change and drive implementation. The results include improved margin, higher patient experience and higher employee engagement. The presenters, one who has led the development of an internal coaching and mentoring structure that has identified $10 million in annualized margin improvement, and another who has achieved $30 million in margin improvement via a combination of local and corporate initiatives, will share methods applied and lessons learned.
- Define the leadership, accountability and investment needed to develop middle managers as change leaders.
- Identify specific approaches, methods and initiatives leading to aggressive margin improvement.