Becoming a Successful Leader
Module Overview
Purpose
• To explore the roles, characteristics and competencies that our institution expects of
leaders working within our complex and unique academic health system environment
Learning Objectives
Through lecture, discussion and activities, participants will be able to:
•
Discuss characteristics that define effective leadership in the University of Michigan
Health System (UMHS)
•
Identify and assess core competencies needed to be an effective leader
Agenda
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
Welcome
Getting Connected
Orientation to the Health System
Characteristics of an Effective Leader
Leadership Competency Model
Self-Assessment
Development Planning
Values Activity
Reflection
Getting Connected
Participants will introduce themselves by sharing the artwork they completed as prework of
their greatest challenge.
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Becoming a Successful Leader
Panel Discussion
Purpose:
To allow participants in this program to hear how experienced leaders have
developed their own leadership style
Agenda:
After a round of self-introductions, the panelists will have the opportunity to
answer these four questions in turn:

Describe your leadership style and the qualities that help you engage others.

What are the first three words that come to your mind that describe our organization's
culture? How has our culture shaped your leadership journey?

What are some of the leadership challenges that you’ve encountered and how have you
handled them?

What are one or two recommendations you can suggest that will help others continue
learning to be better leaders?
Limit:
2
1 Hour
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Becoming a Successful Leader
Orientation to Working in an Academic Medical Center
Organizational Chart
University President
Mark S. Schlissel, M.D. Ph.D.
Executive Vice President of
Medical Affairs (EVPMA)
Marschall S. Runge, M.D. Ph.D.
University of Michigan
Health System (UMHS)
Hospitals and Health
Centers (HHC)
Tony Denton, CEO (Interim)
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Medical School
School of Nursing
James Woolliscroft, M.D.
Dean
Kathleen Potempa, DNSc, RN, FAAN
Dean
Michigan Health
Corporation
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Becoming a Successful Leader
Mission
The Synergistic combination of our
patient care, education and research efforts is our strategic advantage
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Becoming a Successful Leader
UMHS Vision
The University of Michigan Health System will create the future of health care through
discovery and become the national leader in health care, health care reform, biomedical
innovation and education.
Medical School Mission
The mission of the University of Michigan Medical School is to educate students, physicians,
and biomedical scholars and to provide a spectrum of comprehensive knowledge, research,
patient care and service of the highest quality to the people of the State of Michigan and
beyond.
Medical School Core Principles
- We are one organization
- We improve the future for our patients, students and trainees
- We develop people to their highest potential
- We enhance knowledge by investing and accelerating discovery through research
- We grow profitably in support of our missions
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Becoming a Successful Leader
Strategic Direction
Guiding Principles
 Successful organizations make strategic decisions based on goals, market forces and
industry trends
 At different points in time, UMHS prioritized where to invest more in specific
programs
 We have finite resources (people, time and money) and must make choices
 Through strategic planning, we prioritize investment in programs where extra help
can fill the gap between where we are and where we want to be
 Every UMHS faculty and staff member plays a role in executing the strategies – even
if not explicitly named
Everyone who works or trains at UMHS plays a role in creating our future and achieving these
strategies:
 Create the ideal patient care experience
 Attain market leadership in key areas
 Generate margin for Health System investment
 Translate knowledge into practices and policies that improve health and access to
care
 Engage in groundbreaking discovery and innovative collaboration
 Cultivate an interdisciplinary, continuous learning environment
 Promote diversity and cultural competency among faculty, staff and students
Goals Summary
 Attain programmatic market leadership
 Advance our role as an innovator in care delivery
 Generate margin for Health System investment
 Be the premier training site for trainees at all levels
 Establish a national model of a learning organization
 Cultivate a diverse, interdisciplinary learning community
 Be a global leader in groundbreaking discovery and innovative collaboration
 Leverage basic science expertise to advance translational and clinical discoveries
 Influence health care practice, policy and equity
For more information on our strategic direction, visit www.med.umich.edu/u/strategic
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Becoming a Successful Leader
University of Michigan Health System
Total number of Health System employees: 26,000*
*Appointed Full-time Equivalent Positions (FTE). Includes Hospitals and Health Centers, Medical School and its Faculty Group
Practice. Not including Students/Fellows or Volunteers.
Total Square Footage: 10,908,042 Gross Square Feet
UM Hospitals and Health Centers
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·
·
·
·
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Three hospitals:
- University Hospital (adult)
- C.S. Mott Children’s Hospital
- Von Voigtlander Women’s Hospital
Five Specialty Centers: Cancer Center, Comprehensive Diabetes Center, Depression
Center, Geriatrics Center, W.K. Kellogg Eye Center
40 U-M Health Centers
120+ Outpatient locations and offices throughout Michigan and Northern Ohio
45,400 Hospital stays
Over 1.97 million outpatient clinic visits (all sites excluding ER)
Annual operating budget of over $2.5 billion
Total licensed beds: 993 (staffed)
1,330+ Survival Flight Missions
UM Medical School
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·
25 academic departments (clinical and basic science)
2014 Enrollment:
- Student Enrollment = 726
- Graduate Students = 552
- Post Doctoral Fellows = 606
- Total = 1,884
Research Indicators
·
Total Sponsored Research Expenditures: $470 million
U.S. News and World Report Rankings (2014)
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Achieved a top-tier national rank in 8 adult specialties and 10 children’s specialties
Achieved high performance in 7 other adult specialties, meaning our quality is in the top
25% nationwide
Ranked the best hospital in Michigan for 7 adult specialties
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Becoming a Successful Leader
Longest List Relay
Purpose:
To allow participants to create a list of effective leadership qualities
Agenda:
Participants will participate in a 3 minute relay and a debriefing session:
This is a friendly competitive event. Groups will compete for the longest list as they create lists on the
topic(s) provided.
Instructions:
1. Organize participants into groups of two to six.
2. Explain that they will have a short competition to stimulate thinking.
3. Set flip charts up around the room, station each group equal distance from the flip chart. (One
flip chart for each group). Provide each team with one marker.
4. You will have 3 minutes to generate the longest list.
5. When the facilitator says begin, one by one you will need to move as quickly as possible to the
flip chart and write an effective characteristic of a leader. The team with the longest list will win
the competition.
6. Only one person can be up at the flip chart at a time.
7. The next person can’t begin moving to the flip chart until the marker is in their hand.
8. You will have 1 minute to come up with a strategy.
9. At the end of three minutes, count the number of items under each topic.
10. The group that generated the longest list will be asked to read each item on their list. The other
participants will listen for duplication.
Rules:
1.
2.
3.
4.
5.
6.
Limit:
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Only one person at the flip chart at one time.
Next person may only move toward the flip chart once they have the marker in hand.
A person may assign a proxy to go to the flip chart for them.
Only 1 response can be listed per visit.
The same person is unable to make consecutive trips in a row.
You may not use technology to assist you.
10 minutes
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Becoming a Successful Leader
Notes:
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Becoming a Successful Leader
Leadership Derailers

Too Concrete

Impulsive

Micro Manager

Volatile

Imperceptive

Self-Promoting

Approval-Dependent

Arrogant

Risk-Adverse

Deceitful

Defensive
Source: DDI Leadership Forecast Benchmarking Study
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Becoming a Successful Leader
Leadership Competency Model
MISSION
MISSION
MISSION
• Creates
Value for Those We
• Serve
 Creates
CreatesValue
Valuefor
forThose
the We
Serve
Diverse
Communities We
• Visions
and Innovates
•
Visions
and
Serve
• Leads Change Innovates
•  Leads
Change
Creates
a Shared Vision
 Leads Innovation &
Change
EXECUTION
SELF
EXECUTION
SELF
• Achieves Result
Adapts
•
• Solves
Achieves
Result
• Adapts
Problems
• • Acts
with
Courage
&
• Aligns
Solves
Problems
• Acts
Culture
• Confidence
with
Courage
&
•
Aligns
Culture
Confidence
• Communicates
• Communicates
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PEOPLE
• PEOPLE
Fosters & Promotes
• Diverse
Fosters
& Promotes
Teams
Diverse Teams
• Collaborates
& Builds
• Inclusive
Collaborates
& Builds
Relationships
Inclusive
Relationships
• Coaches & Develops
• Others
Coaches & Develops
Others
•
VALUES
EXECUTION
• EXECUTION
Achieves Results
VALUES
Achieves
Results
• • Solves
Problems
Solves
Problems
• • Aligns
Culture
• Aligns Culture
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Becoming a Successful Leader
What is a competency?
A characteristic and measurable pattern of knowledge, skill and ability, demonstrated
through behaviors which underlies and drives superior performance.
•
•
A competency model is a set of competencies for a specific occupation, title series or
level in the organization that, if possessed by incumbents, is likely to produce desired
results.
The model is often developed by studying what top performers do in the defined job
context. This may be gathered in a variety of ways, including questionnaires, focus
groups, and interviews.
Why begin with a competency model?
• A competency model is the foundation for our discussions, planning, decision making re:
– What does it take to be a leader now and in the future?
– Who do we want as leaders and how do we select them?
– How can we help our leaders be more successful?
•
It provides clarity for individuals functioning in or aspiring to leadership roles as well as
for those making decisions about leaders.
•
It aligns leadership with our strategies and goals.
Why focus on leadership?
•
Leaders have a critical role for achieving results, driving change
•
Leaders link the organization’s strategies and goals to their own
Primary Goal of Leadership Competency Model
To create a leadership competency model which
•
will be applicable across all the components of our mission,
•
will resonate with all administrative and faculty leadership groups within UMHS,
and
•
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is aligned with the UMHS Strategic Goals.
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Becoming a Successful Leader
Key Elements for Success
Driven by Business Strategy - As with capital, equipment, and financial resources an
organization’s Leadership Talent is an integral consideration in the strategic planning process.
Core Values and Beliefs - How an organization promotes, recognizes and develops its people is
an expression of its core values and beliefs. A company’s Talent Management program must be
consistent with the core values and beliefs.
Future Focus - Talent Management requires an accurate assessment of not only today’s needs
but the needs of the organization 3 to 5 years out, so the leadership team of tomorrow is
positioned for success in the future environment.
Flexible and Sustainable - Talent management processes are systems-independent, flexible,
user friendly.
Visible and Transparent - Open talent management processes are critical to attracting and
retaining top talent. An open system also encourages shared accountability and involvement
throughout the process.
Experienced Based Development - A vital component to any Talent Management plan is the
use of on-the-job experiences and stretch assignments that challenge high potential candidates.
Shared Accountability - Managers and employees are jointly responsible for assessing
competency gaps, identifying development opportunities, and planning for future moves that
meet both the needs of the organization and the individual.
Diversity - A robust talent management plan is one that identifies and leverages talent from not
only across the business, but looks to attract the best from outside the company as well.
The Results of Effective Leadership
We Believe That...
...Developing exceptional leaders will positively impact:
—
Employee satisfaction
—
Employee retention
—
Service quality and effectiveness
—
Customer satisfaction and loyalty
—
Financial success
Source: UHC Workplace of Choice Benchmarking Project, 2003
Leaders Make a Difference
Employees with effective leaders are more satisfied, engaged and loyal.
Employees with effective leaders outperformed employees with weaker leaders.
Source: DDI Leadership Forecast Benchmarking Study
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Becoming a Successful Leader
Leadership Competency Model Self-Assessment
1. Please click on the link: Leadership Competency Model Self-Assessment to complete the
self-assessment.
2. Once you’ve completed the assessment, in the notes section enter one strength and one
development need (gap) and the reason you selected those competencies.
3. Email a copy of the assessment to yourself before you close out of the survey. (emailing
instructions are on the table)
Notes:
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
Creates Value for the Diverse Communities We Serve

Creates a Shared Vision

Leads Innovation and Change

Fosters and Promotes Diverse Teams

Collaborates and Builds Inclusive Relationships

Coaches and Develops Others

Achieves Results

Solves Problems

Aligns Culture

Adapts

Acts with Courage and Confidence

Communicates
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Becoming a Successful Leader
Leadership Development Planning
Leadership Development Plan Sample
Think about your strengths and development needs, which areas would be most beneficial for
you to develop even further within the next year. Discuss them with your manager to ensure
you receive the appropriate training, resources, and opportunities to develop in these areas.
Also consider how you will measure the change in behavior.
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Becoming a Successful Leader
Learning Acquisition Methods
Formal Learning – 10%
10% of development occurs through formal training like classes, eLearning, or books.





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Training sessions
Seminars or industry related
conferences
Formal education – University degrees/
certifications
Benchmarking w/other companies
Reading a book/professional
journal/article


Podcasts/Vodcasts
Learn from social networking

Development Guides/Toolkits
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Becoming a Successful Leader
Learning from Others – 20%
20% of development occurs through feedback and from observing and working with mentors,
coaches, and leaders.





Coaching from mentor, peer, or leader
Observe a positive model
Interview a Subject Matter Expert
Skill practice/receive feedback
Role play a situation/interaction or
approach with mentor, peer, or leader





Share challenges/past experiences
Conduct and debrief presentation
Join others’ meetings (observe)
Conduct a group case study
Network
Learning from Experience – 70%
70% of development occurs through on-the-job experiences, tasks and problem solving.





Short-term work assignment
Internal presentation
Teach a new tool
Prepare proposals
Play a role in senior mgt. session
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




Lead a task force
Manage a new process rollout
Train others
Volunteer/Non-profit experience
Be a mentor
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Becoming a Successful Leader
Personal Core Values
Purpose:
To identify the Values which shape your Leadership Style
Agenda:
We will be using the decks of cards provided as a device to identify those values
that are most important to you as a leader.
FOLLOW INSTRUCTIONS FROM THE FACILITATOR
Debrief
Limit:
18
15 minutes
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Becoming a Successful Leader
Reflections & Action Planning
Leadership Panel:
 What inspired me about what I heard from the leadership panel regarding UMHS
culture and overcoming obstacles?
Leadership Competency Model:
 Based on what I just learned, what leadership competencies do I use fairly well? Which
ones do I want to demonstrate more consistently or more effectively?
What Actions do I want to take as a result of this session?
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