Course Syllabus

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Transitioning to Physician Leadership

HCM 712

2016-2017

Instructor: 

Ron Goodspeed, MD, MPH, FACP, FACPE, Dr. Sci. (hon)

Instructor on Health Care Management in the Faculty of Public Health, Department of Health Policy and Management, Harvard School of Public Health

President, Southcoast Hospitals Group - Retired

Email: rgoodspe@hsph.harvard.edu

Phone: (860) 326-8626 (cell)

Office: 875 Pequot Avenue, New London, CT 06320

Office Hours: Please email for availability.

Reading Materials: There is no text requirement. Optional readings are available upon request. Other reading requirements are listed with each class.

In support of the dramatic increase in interest regarding building physician leadership capacity and capability, a special section of recent publications will be added on this course’s Canvas site.

Course Outline:

This course focuses on the uniqueness of physician leadership and the leadership and managerial skills that are most practical and relevant to it. Particular emphasis is placed on the evolution/transition from Physician to Physician Leader. Governance, planning and time management, and effective execution, along with personal and professional development, are also featured. Cases, articles, discussions, and guest speakers provide participants with insight into real world examples of the roles, challenges, and success requirements of executives and clinical leaders.

In the first session, a framework for the work of leadership is introduced. Successive sessions take selected elements of the framework for further study. The first two sessions focus on “Leadership, What is it?” examining leadership theory and the current challenges of leadership both professionally and personally. Sessions 3-5, “Setting the Direction,” adds emphasis on career planning, operational challenges and opportunities, and leadership grounded in values-based ethical practice. In Sessions 6-7, “Building the Foundation,” governance, executive, and clinical leadership are examined more deeply under the light of contemporary issues. Session 8 ends the series with “Growing and Re-Inventing,” developing others, and personal development.

Course Learning Objectives:

After the completion of the course students will be able to:

  • Describe key leadership principles and their essential application to critical issues facing healthcare.
  • Understand the elements of great executive and clinical leaders as well as individual and organizational impact.
  • Describe the special challenges for physicians as leaders.
  • Develop plans to achieve the desired leadership outcomes.
  • Develop and apply a goals and objectives tool to drive organization and personal improvement and effectiveness.
  • Design approaches and projects with high likelihood of learning and success.
  • Evaluate leadership effectiveness and approaches for personal development.
  • Describe the wide range of the current leadership challenges at the macro and micro level, the many evidenced based resources to assist, and the powerful potential of the outstanding effective leader to make a huge difference.

 

Course Ground Rules:

In the first class, we will review and accept the ground rules that will guide each class. Each class will open with a review of the ground rules to optimize the educational environment and experience for students, guest faculty, teaching assistant, and teachers. As a draft, ground rules include:

  • RESPECT: Nothing more important than RESPECT
    • Celebrate diversity.
    • Challenge one another, but do so respectfully.
    • Do not interrupt one another.
    • If you are offended by what’s said, acknowledge immediately.
  • ACTIVE: Listen actively and attentively.
  • QUESTION: Ask for clarification if you are confused.
  • IDEAS: Critique ideas, not people.
  • BUILD: Build on one another’s comments; work toward shared understanding.
  • LEARNING COMMUNITY: Do not monopolize discussion.
  • CONFIDENTIALITY: Consider anything said in class confidential.
  • TIME: Begin and end on time

 

Outcome Measures:

Two approaches will be used: informal class exercises and formal submitted written assignments.

Formal written assignments: Assignments, designed to measure the students’ competence in the course objectives, should be in the following format (and are detailed below): Assignments should be submitted to Canvas on or before the specified dates and times. All papers must be typed, double-spaced, in standard font (e.g., Helvetica, Cambria, Calibri), font size 12. Select an assignment for full details.

Assignment 1 - Great & Abysmal Leaders

Assignment 2 - Leadership 5 & 2:

**Written Leadership 5 & 2: Due September 16, 2016. Updates on your “Leadership 5 & 2” due each academic weekend for discussion. Individual coaching on the 5 & 2 will be available on request.

Assignment 3 - Learning from Others

Assignment 4 - Leadership Development Program

 

Grading Criteria:

Your class grade will be determined as follows:

  • Homework - 50%
  • Class participation - 50%

 

Class Participation:

You are expected to be an active participant in classroom case and open discussions. This includes attending all classes, being prepared by having read and analyzed the assignments ahead of class time, and being ready to offer your analyses and perceptions to the class. Listening to and offering constructive comments in response to the thoughts and analyses of others in the classroom are also important.

Course Evaluations:

Completion of the evaluation is a requirement for each course. Your grade will not be available until you submit the evaluation. In addition, registration for future terms will be blocked until you have completed evaluations for courses in prior terms.

 

Course Sessions Details

Section 1: Leadership, Sessions 1 and 2. September 16 – 19 weekend

Session 1

September 18 @ 1:30pm

Course and Physician as Leader Framework

Objective: By the end of this class, the student will be able to name competencies and characteristics of leaders and managers against published models.

Instructor will provide an overview of course, introduce key course concepts.

Special Presentation & Discussion re: Key Leadership Skills for Physicians

Assignment 1 due: “Great & Abysmal Leaders”; for class discussion

Readings:

  1. Buckingham M. 2005. “What Great Managers Do.” Harvard Business Review, March. HBR # R0503D. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097105/992fa42b346bae1a20235a14ebef9aa4 
  2. Drucker P. 2004. “What Makes an Effective Executive?” Harvard Business Review. HBR # R0406C. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097137/b0a343a6580f20089a71ea2176dd2528 
  3. Kotter J. 2001. “What Leaders Really Do.” Harvard Business Review. HBR # R0111F. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097139/30e5587ddcdd8ab98dffb3b5eb395d0f

 

 

Session 2 

September 18 @ 3:30pm

Setting the Direction

Objective: By the end of this class, the student will be able to apply key learning from Shackleton on effective and ineffective leadership to physician leadership.

Case: Koehn N. 2003. “Leadership in Crisis: Ernest Shackleton and the Epic Voyage of the Endurance.” HBSP # 803127. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097149/2d14aab9c0620facf61009b1202493d3 

Assignment 2 due: “Leadership 5 & 2” for class discussion

 

 

Section 2: Special Challenges Facing Physicians; Managing the Career Evolution of Physicians as Leaders; Leadership, Management Skills. Sessions 3, 4 and 5. November 13 – 16 weekend

 

Session 3

November 4 @ 8:30am

Managing the Career Evolution of Physicians as Leaders; Leading from Anywhere in the Organization

Objective: By the end of the class, the student will be able to evaluate their own approaches to career planning as a physician executive against best practice.

 

Readings:

  1. Sapienza AM. 2005. “From the inside; scientists’ own experience of good (and bad) management.” R&D Management. 35(5). http://onlinelibrary.wiley.com.ezp-prod1.hul.harvard.edu/doi/10.1111/j.1467-9310.2005.00404.x/pdf
  2. Lee TH. 2010. “Turning Doctors into Leaders.” Harvard Business Review. HBR # R1004B. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097151/69eae3cb5b563e67fc5deea55924c8dd 
  3. Bohmer R. 2013. “Leading Clinicians and Clinicians Leading.” NEJM; 368:1468-1470. http://www.nejm.org.ezp-prod1.hul.harvard.edu/doi/full/10.1056/NEJMp1301814

 

 

Session 4

November 4 @ 10:30am

Special Physician Leader Challenges; Executive Leadership

Objective: By the end of this class, the student will be able to both describe unique opportunities/challenges faced by physician leaders as well as apply them against models proposed by Mountford and Webb.

Objective: By the end of the class, the student will be able to summarize key factors necessary at the CEO level to building the foundations for rapid and long-lasting change.

Special Lecture and discussion: Allison Rimm, Consultant & Executive Coach. 1995-2011 SVP of Strategic Planning MGH.

Assignment 2 “Leadership 5 & 2” update due for class discussion

Readings:

  1. Mountford J, Webb C. 2009. “When Clinicians Lead.” McKinsey http://ezp-prod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=37815310
  2. Groysberg B, Slind M. 2012. “Leadership Is a Conversation.” Harvard Business Review. HBR # R1206D. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097161/59039c0a56a91786c0f0c389e4ad56d8 

 

 

Session 5

November 6 @ 3:30pm

Good Leadership/Management Skills; Challenges Redux

Objective: By the end of this session, the student will be able to describe good leadership skills compared to good management skills and the special challenges physicians face. 

Special Lecture: “Physician as Leader: Mistakes & Successes”

Assignment 3 due: “Learning from Others”, for class discussion

Readings:

  1. Schwartz RT, Tumblin, T. 2002. “The Power of Servant Leadership to Transform Healthcare Organizations for the 21st Century Economy.” Archives of Surgery. http://jamanetwork.com.ezp-prod1.hul.harvard.edu/journals/jamasurgery/fullarticle/213222 
  2. Kotter, J. 2000. “Leading Change: Why Transformation Efforts Fail.” Harvard Business Review, Feb 1. HBR # 95204. (Also assigned in HCM 710-November weekend) https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097171/f413bca98c72330a473886e80595fd22 
  3. Collins J. 2001. “Level 5 Leadership. The Triumph of Humility and Fierce Resolve.” Harvard Business Review. Jan; 79(1):66-76, 175. HBR # R0507M. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097205/959d14bd482dc6a9a4598c484fb6abb7 

 

 

Section 3: Building Foundation, Sessions 6 and 7, January 8 - 11

Session 6

January 8 @ 1:30pm

Time Management; Leading from Anywhere

Objective: By the end of this session, the student will be able to describe strategies that exist for management of their personal time and strategies for leading from anywhere in an organization.

Presentation & Discussion re: Methods of Time Management

Assignment 2 “Leadership 5 & 2” update due for class discussion

Case: Groysberg B, Kaftan C, McCalla WS. 2007. “Alan Kendricks at Cardiology Associates”. HBS 9-407-067. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54098899/822e33092648c7b35342867e7756dfbe

Readings:

  1. Oncken W, Wass D. 1974. “Management Time: Who’s got the Monkey? Harvard Business Review. HBR # 99609. Revised 1999. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097217/5841096d5c317b99ad3f320aaa2e868f
  2. Kaplan R. 2007. “What to Ask the Person in the Mirror.” Harvard Business Review. HBR # R0701H. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097219/a3bcf489d7fe123ede16dd89c9e10d8f

 

 

Session 7

January 8 @ 3:30pm

Governance and Physician Leadership

Objective: By the end of the class, the student will be able to describe the key interventions necessary for effective governance to include oversight of clinical quality and how to work with a governing board.

Presentation & Discussion re: Physicians working with Boards; Physicians serving on Boards

Readings:

  1. Conway J. 2008. “Getting Boards on Board: Engaging Governing Boards in Quality and Safety.” The Joint Commission Journal on Quality and Patient Safety. http://www.ingentaconnect.com.ezp-prod1.hul.harvard.edu/content/jcaho/jcjqs/2008/00000034/00000004/art00007
  2. Orlikoff JE. 2005. “Building Better Boards in the New Era of Accountability.” Frontiers of Health Services Management, Spring. http://ezp-prod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=16358403&site=ehost-live&scope=site

 

 

Section 4: Growing and Reinventing, Sessions 8, January 8 – 11

Session 8

January 9 @ 10:30am

Developing and Coaching; Your Current Status & Direction

Objective: By the end of this class, the student will be able to reflect on the special challenges of physician leaders and how to approach them through self-awareness and self-management.

By the end of this class, the student will be able to describe the power of the leader as coach and describe effective approaches to coaching clinicians.

Case:

  1. DeLong TJ, Shah C. 2008. “State Of Emergency at Mercy Hospital.” Harvard Business Publishing. HBSP # 409048. Revised June 28, 2010. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097221/5830c5b928aae83d49b4c023afbddb2b 

Assignment 2 “Leadership 5 & 2” update due for class discussion

Special Lecture & Discussion: Ron Goodspeed, MD.

“Putting it all together: Are you a Physician Leader?”

Readings:

  1. Drucker PF. 1999. “Managing Oneself.” Harvard Business Review. Mar-Apr; 77(2): 64-74, 185. HBR # R0501K. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097231/3e42b6047a293dcc67530e247b1eb7d9
  2. Goleman D. 1998. “What makes a Leader?” Harvard Business Review. Nov-Dec; 76(6): 93-102. Reprint # R0401H. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097233/eb1a66248908137bb2e9e1c5cca6fba7 
  3. Hurley RF. 2006. “The Decision to Trust.” Harvard Business Review. HBR # R0609B. https://cb.hbsp.harvard.edu/cbmp/pl/54097103/54097235/f86342efeda6c35dd085adab59e98f77 

Course Summary:

Date Details Due