In his presentation, Extraordinary Leadership: What’s it Worth, Scott K. Edinger, of top researching firm Zenger/Folkman, said “if you are looking in every nook and cranny for profit dollars, leadership may be the one place where there is a large yet hidden pile of money.”
Transformational Leadership Development
RN Transformational Leadership Development Strategies Apply to all Leaders
- Competency-based Unique Success Profiles ©
- Donor-funded, Named Leadership Academy
- Harness the power of business saavy Nurse Leaders
- Succession Planning for all leaders to address retirement vulnerability
- Transformational leadership competencies tied to business outcomes
- Understanding that a culture of World Class Service requires the right leaders
- Novice to Expert Leadership Curriculum Development
- Leadership Career Planning (identify and grow your own leadership talent)
- Nursing workforce as a solution to primary care shortages and population health management
To meet the needs of a transformed healthcare system, hospitals and other healthcare organizations must understand Transformational Leadership and have the systems and processes in place to identify, educate and continually grow both young and seasoned Transformational Leaders.
Transformational leaders have a vision so compelling that they project what they want from every interaction. They guide followers by providing them with a reason or purpose to meet challenging tasks.
In the National Institute of Standards and Technology’s (NIST), Baldrige 2011-2012 Health Care Criteria for Performance Excellence answers the question: How do your leaders lead? The answers all center around how leaders create, promote, communicate and sustain the organization’s vision. Therefore, leaders who can provide healthcare workers with a reason to strive toward exceptional patient care will be both clinically and financially successful.
55% of hospital nurses plan to retire between 2011 and 2020, according to Nursing Management Aging Workforce Survey released in July 2006 by the Bernard Hodes Group. As a result, competition for nurse leaders will heat up considerably and healthcare organizations are paying close attention to succession planning, leadership development, retention and support of their leadership talent. Creating a comprehensive Named Leadership Academy (NLA) is a cutting edge strategy to Grow Your Own leaders and give recognition to donors who support your vision of exceptional leadership development.
Does your current leadership development system offer the structure to identify emerging leaders, develop long term career plans, provide mentoring, education and financial support aimed at growing your own leaders? Do you have multiple leadership pathways such as; management, clinical specialization, education, public relations and research? Many organizations provide tuition support so that their best and brightest RNs can receive advanced education. Then, these excellent nurses leave the organization because opportunities to utilize their education are not available.
By creating a Donor-Funded, Named Leadership Academy, your organization will have a pool of people who have completed the pre-requisites for leadership and are prepared to enter the NLA as a novice leader. Using your current foundation, we will help you create a core curriculum, Unique Success Profiles, and multiple leadership pathways. And, incorporated throughout, will be world class customer service education.
Even small healthcare organizations have the resources to create a Center of Nursing Excellence with a comprehensive Leadership Academy. The Atticus Group will help you identify low cost education and training, as well as access many of the tools developed by national organizations, like the Institute of Medicine (IOM), Robert Wood Johnson Foundation and Institute for Healthcare Improvement (IHI).
Unique Success Profile© (USP)
Best in class organizations align business objectives with the people responsible for achieving them. A Unique Success Profile© (USP) clearly defines the ideal combination of knowledge, skills, attitudes and behaviors (KSABs) required by people in each professional role to achieve specific business outcomes.
Improving quality and safety, patient experience, Value Based Purchasing scores, physician engagement and profitability are just a few of the business objectives hospital leaders are focusing on for 2012. Aligning exceptional nurse leaders with these clinical and business objectives is the key to successfully achieving them.
USPs require some work up front, however, once created they provide a business-focused measurement of professional success for all employees.They ensure an organization is hiring, promoting and investing exclusively in top performers capable of understanding and achieving the organization’s goals.
According to the Baldrige Report, 2011-2012 Health Care Criteria for Performance Excellence, “A healthcare organization’s workforce engagement, development, and management, should be addressed in an integrated way (i.e., aligned with the organization’s strategic objectives and action plans). A USP is the single best tool to align employees with organizational objectives and clearly tie employee performance to organizational outcomes.