Here’s a glimpse of ZIA’s methods for developing leaders and physicians. Read on to understand how ZIA can come and help the top levels of your organization by developing physician leadership.
Building the Core Competencies of Physician / Medical Leaders: Self, Team, and Organization: Our 3-Phased Competency Model
1. Self as the Instrument of Change.
Before any leader can effectively lead others, she or he should understand the development of “self” as leader. Emerging from evidence-based research, areas of exploration are:
• Assessment of self: Integration of data and insights into development
• Professional growth: 70% experiential, 20% coaching, 10% training
• Goal development: From observation to reflection to development
• 6 clinician leadership styles: The patterns impacting culture the most
• Critical reflection: Understanding self through new models of change
• Leadership vulnerabilities: Their significance in leader authenticity
• Action learning: Charting of key behaviors with follow-up actions
2. Self as Team Leader.
Physician leadership often underestimates its influence. While clinically physicians understand this, they are adept at identifying obstacles to
effective team development. In phase 2, we address:
• Assessment of self as team leader: From peers, boss, direct reports
• Research from Emotional Intelligence: Why and how it matters
• How to engage multi-disciplines and multi-levels
• Transformational and transactional leadership: Having our heads in the clouds as well as planted firmly on the ground
• Situational Leadership to match staff readiness with best styles
• Action learning: How to apply evidence-based practices to leadership
3. Self as Organizational Leader.
Phase 3 helps leaders understand their macro roles in the organization. Physicians often report that they can’t act because the organization hasn’t provided adequate support. We expand physician leadership and help them find support by addressing:
• Culture change: Development of behavioral norms beyond platitudes
• Strategy formulation: Engagement of others in real time
• Everyday civility©: Respectful engagement to improve performance
• Toxic behaviors: 3 systems to impact patient safety and performance
• Change management: The research-based formula for change
• Action learning: Developing a strategy to lead change in the long run
In all three phases, competency-based coaching is a key component.
A Sampling of Research We Use
We base our program on strong evidence—a sampling of which we include here:
• Physician leadership is developed via 70% experiences, 20% coaching, 10% training1
• Effectiveness of “parallel charting” for physician development2
• Emotional Intelligence improves performance3
• There are core competencies aligned with 30% increase in market value4
• 30.7% nurses quit as a result of toxic individuals5; intimidation caused 49% of medication errors; 27% patient mortality6
• 76% of staff’s best days occur when given feedback on progress made7
• Organizational performance significantly increased in settings that had strong clinician managers8, 9
• There was a 30% reduction in lengths of stay, mortality rates, and costs in hospitals with leader development 10
Looking to equip leaders in your organization?
1Duberman. Physician Executive Journal (2011).
2Clandenin, Cave, & Cave. Advances in Medical
Education and Practice (2011).
3Goleman, D. Harvard Business Review (1998).
4Lair. Watson-Wyatt Study, TCHRA (2001).
5Rosenstein & O’Daniel (2006).
6Institute Safe Medication Practices (2008).
7Amabile & Kramer, Harvard Business Review (2011)
8,9, 10Castro, et al. McKinsey Quarterly, Academy of
Royal Medicine (2007, 2008).).
“This was an outstanding, interactive session…Elizabeth and Mitch are fantastic presenters…best session so far in
this series. I understand how to renew my team’s core values…I am more comfortable managing conflict…”
Respondent feedback from a physician leader program within a major university medical school
“Far exceeded my expectations!”
Respondent feedback from an in-house program within a large medical center
CORE COMPETENCIES FOR PHYSICIAN LEADERS
“Kusy and Holloway’s session was one of the best sessions I have attended…they provided wonderful case examples
with an emphasis on learning opportunities…it is excellent in all aspects and they are great educators! Their material
is relevant to current work challenges…their compact presentation is efficient without losing effectiveness. They
provided research evidence with examples…they had actual tools to take back to my role.”
Respondent feedback from a national association of healthcare leaders