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Learning Objective by Session - LEAD Academy and Advanced LEAD Academy


From Peer, to Manager, to Leader
• Differentiate between leadership and management/supervision, and use the approach best suited to the situation
• Explain what successful leadership, management/supervision looks and sounds like
• Apply four key leadership principles and practices that support success for supervisors and managers
• Describe how job responsibilities at each level of the organization align to help the organization achieve its goals and objectives
Leading People Differently
• Approach tasks and relationships differently with different people (using the DISC tool)
• Acknowledge how their own behavior is influenced by preferences
• Adapt their style to develop improved relationships with employees who have a different "style"
• Influence people with whom they have been challenged in the past

Leadership Communication Best Practices
• Successfully use the three communication cues that impact understanding
• Use interpretive listening to help employees and colleagues understand the reason for communication
• Deliver messages in a way that achieves the intent of the communication
• Apply the most effective communication tools with different people in different situations
Coaching Employees to Higher Performance
• Identify coaching goals based on the needs of the employee and the organization
• Adapt their coaching approach based on the person in the situation and the desired outcome
• Plan and facilitate coaching meetings for improved or higher performance
• Increase employee performance as a result of focused feedback

Leading Others Through Change
• Predict their own natural responses to day-to-day and event-based change
• Determine their employees' and others' predictable responses to day-to-day and event-based change
• Use their leadership and communication skills to help their employees' and others' work through issues arising from change
• Keep and adapt gentle pressure towards successful change
Managing Performance
• Create measurable performance goals with each employee that reinforce the organization's goals
• Observe employee performance objectively
• Reduce rater bias in evaluating performance and providing feedback
• Stay in their "Adult" persona when giving performance feedback

Planning and Running Effective Meetings
• Use different processes for different meetings
• Plan and open outcome-oriented meetings
• Manage meeting processes and behaviors
• Close meetings to enhance understanding, agreement and action
• Follow-up on meetings to provide maximum benefit
Building and Leading Effective Teams
• Clarify the team's purpose and ensure a WIIFM (What's In It For Me) for all
• Define the roles and responsibilities required from team members
• Identify and build on each team member's knowledge, skill, experience, and interpersonal style
• Apply process tools and techniques to guide proactive team engagement
• Measure, track, and report team performance for continuous team development

Resolving Interpersonal Conflict
• Identify common sources of conflict
• Choose between five options for responding to conflict at the source based on the risks and benefits of each
• Adjust their preferred style for responding to conflict to achieve a productive outcome
• Facilitate and engage in a conversation focused on successful conflict resolution
Organizing Your Time, Work and Priorities
• Identify and overcome personal time wasters, procrastination, or indecision
• Create or enhance a personal productivity strategy based on strengths and limitations
• Prioritize requests, requirements and deadlines
• Organize and manage their workspace, phone, and e-mail

Why and How of Organizational Policies
• Explain the impact of the dynamics that drive organizational behavior in health care
• Create policies that establish or reinforce the desired organizational culture
• Interpret and communicate organizational policies and ensure understanding and buy-in to increase compliance
• Administer and reinforce organizational policies
Business and Finance for Today's Health Care Leader
• Read a financial report and know why it matters
• Explain health care reimbursement; how hospitals get paid, third-party payers and why they matter
• Describe the relationship between a department's finances and the hospital's finances
• Explain organizational performance measures and how to use them

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Advanced Leadership Strategies: EQ-i
• Manage emotions by better keeping them in control
• Motivate yourself to go beyond your emotional comfort zone
• Recognize and understand other people's emotions and why they may be expressed as they are
• Manage relationships, i.e., manage the emotions of others to increase overall effectiveness
• Create synergy by using the emotional pull of health care
Negotiation as a Leadership Skill
• Decide if negotiation is needed
• Clarify the issues and identify stakeholders
• Determine the best negotiation strategy based on desired outcomes and the relationship: hardball, softball, zero-sum or win-win
• Focus on win-win; have alternatives if needed
• Open the conversation and explore the issues
• Focus the conversation and get agreement
• Ensure appropriate follow-up and next steps

Managing and Leading Effective Projects
• Define and clarify project scope, boundaries and expected outcomes
• Identify all internal and external stakeholders and what information they need, from whom, by when, and in what format
• Create a critical path and role clarifications around each milestone
• Create a process for accountability for all team members, especially for multidisciplinary teams
• Determine what will get measured, how and why (how it will be used)
• Create and implement a risk management plan to anticipate and prevent project problems
Planning Successful Change
• Create a change strategy that reduces potential resistance
• Know who is involved and how
• Identify and address intended and unintended consequences
• Anticipate others' response and manage for it
• Gain buy-in and support from employees and stakeholders
• Create a communication strategy
• Measure progress and adapt as needed

Coaching for Development
• Get employees excited about life-long learning and continuous improvement
• Help employees recognize their aptitudes, likes and dislikes, strengths and weaknesses, and match these attributes with a vision for       the future
• Help employees focus on the benefits of determining short-and long-term goals and work to develop actions to help them get where     ​they want to go
• Support personal and professional development within the culture of your organization
Organizational Politics and Building Trust
• Understand power and politics in the health care environment
• Understand the value of ethical politics and strategic influence
• Redirect, diffuse or workaround politically motivated behaviors
• Recognize potential political motivations in yourself and others
• Act in ways that build trust in a political environment

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