HRO Power Huddles

High Reliability power huddles

Key insights from Vizient Connections Summit sessions

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Fostering Leadership Development and Succession Planning with a Leader Capability Model

Laurie Ecoff, PhD, RN, NEA-BC, CNL, Vice President, Terrence and Barbara Caster Institute for Nursing Excellence, Sharp HealthCare, San Diego, California; Melissa Vivas, MSN, RN, CNL, Manager, Sharp University — Learning Transformation & Knowledge Management, Sharp HealthCare, San Diego, California

It is essential to determine the effectiveness of leadership development programs and identify outcome measures before program implementation. With current financial constraints in healthcare, demonstrating impact and value is crucial. Laurie Ecoff

Supplier Implications

Action Items

Key Takeaways

Set clear objectives based on stakeholder conversations and create a tool or system to asess the outcomes.

Suppliers may adapt the model for their own organization, enhancing leadership and collaboration between their organization and others.

Communication, engagement, clear expectations and constant evaluation are needed to foster a successful leadership development plan.

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Learn more: Leader Capability Model

Denver Health RESTORE: Sustaining Workforce Mental Well-Being and Collective Resilience

Maria Schimpf, MA, MT-BC, Director, Denver Health RESTORE; Denver Health, Denver, Colorado; Donna Lynne, DrPH, Chief Executive Officer, Denver Health, Denver, Colorado; Kathy Boyle, PhD, RN, NEA-BC, Chief Nursing Officer, Denver Health, Denver, Colorado

Creating a culture of connection that prioritizes one another and responds to the needs of our workforce as they're shared is the work of promoting and sustaining mental well-being and collective resilience. Maria Schimpf

Provider Implications

Action Items

Key Takeaways

Measure workforce well-being, assess existing programs and leverage peer support pathways.

Understanding stress, trauma, systemic racism and bias allow for open dialogue about healing in a more direct way.

Engage in regular conversations around mental well-being and create space for intentional work related to collective and systems-level resilience.

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Suppliers may adapt the model and program for use within their own organization and enhance leader ability to build relationships. This can lead to improved collaboration and potentially more business opportunities in the future. Leaders who have been developed internally are likely to have a deep understanding of the company's needs and operations. This can benefit suppliers as these leaders can effectively communicate their organization's requirements, leading to better alignment between the supplier's offerings and the company's needs.

Leader Capability Model

A Leader Capability Model is a strategic tool that helps providers cultivate strong leaders, ensure organizational resilience, improve employee satisfaction, and ultimately enhance the quality of service to the communities they serve.

• Attracting and retaining talent: In the current copetitive labor market, attracting and retaining top talent is a considerable challenge. Implementing a Leader Capability Model can guide crucial processes e.g., hiring, onboarding, and professional development. It allows providers to identify and nurture high-potential individuals, thus enhancing retention and reducing the likelihood of talent gaps.
• Succession planning: A well-defined Leader Capability Model aids in effective succession planning. By outlining the required attitude, skills, and knowledge for leadership roles, it helps in identifying potential leaders, preparing them for future roles, and ensuring a smooth transition when changes occur.
• Employee engagement and satisfaction: The use of a Leader Capability Model signifies that the organization is invested in its employees' growth and development. This not only boosts employee morale and job satisfaction but also reinforces their sense of value within the organization.
• Community impact: Providers play a critical role in serving their communities. Effective leadership directly impacts the quality of services provided. Therefore, investing in leadership development and succession planning ensures continuity of service and has a positive effect on the community's well-being.
• Curriculum development and outcome evaluation: A Leader Capability Model serves as a guide/roadmap for designing targeted learning and development programs. Furthermore, it provides clear metrics for evaluating outcomes, thereby allowing continuous improvement.

Action Items

SHORT TERM

• Initiate conversations with team members, stakeholders and other leaders within your organization to understand their viewpoints, needs and concerns.
• Evaluate your organization's current state of leadership and identify areas that require development or enhancement.
• Clearly define what you want to achieve (the objectives) and how you plan to achieve it (the strategies).
• Review resources and programs currently in place for leadership development and succession planning. Identify any gaps that need to be filled or improvements that can be made.

LONG TERM

• Create a tool or system to assess the impact of your leadership development and succession planning efforts to ensure your strategies are effective and yield the desired outcomes.
• Identify high-potential employees within your organization and provide them with opportunities for growth and development. This will prepare them for future leadership roles and ensure a smooth transition when changes occur.
• Foster an environment where continuous learning and development are encouraged and valued. This will enhance the skills and capabilities of your team but as well as promote innovation and adaptability within your organization.

"The stress response systems of healthcare workers were activated in March 2020 and have been on high alert in the 3.5 years since. Understanding stress and trauma as well as systemic racism and bias are foundational and allows us to open up language about healing in a more direct way," Schimpf said. "Creating a culture of connection that prioritizes one another and responds to the needs of our workforce as they are shared is the work of promoting and sustaining mental well-being and collective resilience. This has the ability to transform healthcare into a system that heals more and harms less with profound impacts on both healthcare professionals and the communities they serve."

Top Takeaways

• Early and frequent engagement with stakeholders and subject matter experts throughout the development process fosters a sense of ownership and buy-in and minimizes potential resistance.
• Defining each capability with a clear expectation of leadership behaviors is critical to ensuring alignment with the organization's values, vision and strategic goals.
• Continually evaluate all aspects of programs. Regular assessment promotes refinement of initiatives, demonstrates impact and ultimately drives continuous improvement.

Top Takeaways

• Balancing transactional and relational leadership and care has an important part in sustaining workforce mental well-being.
• Engaging in regular conversation about mental well-being and the use of social support as well as professional supports can normalize the struggle and destigmatize the use of mental health treatment and care.
• While individual peer support can be meaningful and sometimes life-saving, individual resilience is not simply about individual fortitude. Intentional work related to collective and systems-level resilience is required to heal healthcare and create the conditions in our healthcare organizations that allow our people to thrive.

Action Items

• Choose a tool to measure the wellbeing of your workforce.
• Assess employee benefits and address barriers to use of existing EAP services.
• Leverage existing, potentially informal, peer support pathways within your team and formalize them to ensure well-being of the peer supporters and attunement to strict confidentiality.