Leveling Up: Improving Healthcare Performance Through Strategic Leader Development
Rising staff turnover has made it increasingly challenging for healthcare organizations to provide high-quality care that’s also cost-efficient, equitable, and culturally aligned. Additionally, this has led to financial strain, given the need to bring in high-cost, temporary clinicians and devote substantial resources to ongoing recruitment efforts.
While there is no quick fix for many of these underlying issues, a growing number of top healthcare executives are looking to leadership development for solutions. Yet measuring the impact of these programs is a challenge, and the feedback on program effectiveness is largely concerning.
For healthcare leaders to reverse current industry trends, they need leadership development programs that truly allow their people to “level up.” Those strategically investing in such efforts find that they can better engage and maintain a high-performing, diverse, and multi-generational workforce. This, in turn, leads to improved clinical, operational, and financial results.
In this whitepaper, the advisors at FMG Leading share best practices around designing and implementing high-engagement healthcare leader development programs that make a meaningful difference - and drive measurable results. You’ll learn the keys to a successful program design and how to avoid the most common missteps, while reading true stories of successful program implementations that created award-winning outcomes.
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About the Authors
Leslie Solomon, PhD.
Leslie has over 25 years of experience maximizing human potential for growth, improved performance, and meaning in work. She is an expert in healthcare leadership development, talent management, quality process improvement, change and transformation.
Jennifer Perry
In her current role as Managing Principal, Jennifer focuses on meeting the human capital needs of FMG Leading’s growing portfolio of healthcare and private equity clients, while consulting on large-scale change and leadership development projects.
John Hill
John is a strategic advisor with over 25 years of executive healthcare experience. He has led a range of hospital and health networks, from nationally recognized for-profit and non-profit health systems, to rural community hospitals and physician groups.