July/August 2013

Transformative Leadership Training Seeking Second Cohort


The first cohort of leaders to complete CHI's Transformative Leadership Development Program (TLDP) report learning a lot about leading in CHI’s Next Era of Healthy Communities. Among the important things they learned are developing relationships within CHI and with external partners, managing scarce resources and remaining sensitive to local conditions when implementing systemwide initiatives.

CHI is now accepting applications for a second TLDP cohort. While the first was open to senior clinical leaders, program eligibility has expanded to include market leaders (market CEOs and presidents).

An intensive, 15-month leadership development program, TLDP prepares participants to apply transformational leadership skills to integrated care models, payment structures, and clinical and operational performance strategies. 

During the program, participants complete Strategic Performance Challenge Projects tied to the real work CHI and its organizations need to do. The first cohort's projects included developing systemwide clinical pathways, establishing a regional structure for managing cardiovascular patients, and implementing an assessment of patient risk for readmission.

Some participants delved into the care continuums that will be a feature of the Next Era of Healthy Communities. Robert Salley, MD, a cardiothoracic surgeon at Saint Joseph Hospital, Lexington, KY, addressed improved care for patients with congestive heart failure (CHF). “The formation of a cohesive strategy to address all environments to which the CHF patient is exposed in workable across CHI,” he said. “These environments must include inpatient facilities, transition to outpatient status, the home environment, chronic care hospitals and long-term care facilities.”

Many participants noted how challenging it is to lead change. “This project reinforced the need to be present repeatedly and with all shifts,” said Camille Settelmeyer, RN, assistant administrator of clinical services at Mercy Hospital, Valley City, ND, whose project focused on increased use of SafetyFirst tools. “New initiatives need frequent reinforcement for real adoption.”

Todd Mydler, MD, chief medical officer at Centura Health, said, “I can’t speak enough about the importance of ‘being present.’ One cannot ask others to commit to a major change in their workflow or care continuum without demonstrating a willingness to be available to address challenges, needs and concerns in person.”

Twenty-five leaders will be selected for the second cohort, which will begin Oct. 1. Applications must be received by Sept. 1:  for more information, contact Manoj Pawar, vice president, clinical operations and physician leadership development, or Pat Patton, vice president, clinical innovation and leadership development.