An organization’s ability to succeed is highly dependent on the strength of its leaders which means that leadership development efforts need to be aligned with business strategy, implemented on a consistent basis, and produce long-lasting behavior change and measurable results. The Executive Education Experience(TM) (E3) curriculum was created after completing an extensive needs assessment at a multi-site healthcare system. This leadership development curriculum was part of a larger plan to create a robust organizational development function across all system locations, and its intended audience included all clinical and nonclinical team leads, supervisors, managers, directors, and C-suite personnel.
Based on the needs assessment, a 15-course curriculum was created and was divided into three, 5-course tiers. The goals of the first tier were to establish the context in which leaders operate (addressing both internal and external environments), help leaders understand how the healthcare system defined both organizational and individual success, and discuss how these success factors play a critical role in talent management activities including performance management and coaching. The leadership success factors were also embedded in all other organizational development activities including performance management, orientation, training, 360 feedback, succession planning, etc.
The primary goal of the second tier was to provide leaders with extensive hands-on, interactive skills training on topics that are critical for leading others including how to create an inspired workforce, work with challenging people, communicate effectively, resolve conflict, and run productive meetings. The third and final tier in the E3 curriculum focused on developing self-awareness and helping leaders to understand how their own thoughts, attitudes, and behaviors influence their ability to lead others not only during stable times but also during times of significant change.
Each course in the E3 curriculum was linked to one or more leadership success factors, and each of these factors was embedded in the healthcare system’s performance management and 360 feedback programs, thus allowing behavior change to be measured across time.
The E3 program has since been modified to fit the needs of another multi-site healthcare system and was modified again to fit the needs of small business owners.
Navigating Change: The Human Element
Navigating Change: The Human Element is currently one of fifteen courses included in the Executive Education Experience(TM) program and is appropriate for any employee in a supervisory, management, and/or leadership position. The emphasis of this program is on factors that influence employees’ behavior before, during, and after organizational change takes place whether it be a major cultural shift, a relatively straightforward process change, or a change in specific job responsibilities. Individual differences that impact employees’ responses to change, such as tolerance for ambiguity and locus of control, are explored in detail as well as common responses to change including gossiping, withdrawal, behavioral resistance, theft, and vandalism. A number of assessments are included in this program to help organizational leaders support their employees through the change process. Please note: The assessments are not included with this course preview.
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