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Leading Systems Transformation: An International Perspective The LEADS Movement in Canada Graham Dickson (PhD) Professor Emeritus, RRU Senior Research Advisor, Canadian Society of Physician Leaders Member, LEADS Collaborative and Policy

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Leading Systems Transformation: An International Perspective The LEADS Movement in Canada

Graham Dickson (PhD) Professor Emeritus, RRU Senior Research Advisor, Canadian Society of Physician Leaders Member, LEADS Collaborative and Policy Advisor, Canadian Health Leadership Network

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Presenter Disclosure

Presenter: Graham Dickson (PhD)
No relationships with commercial interests

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Value of a Common Language

Surely if we are to really lead the future of healthcare we must believe that our own generic problem solving skills, grounded in the scientific method but tempered in the art of medicine are key to the future. The contention therefore is that if /when medical leaders are to lead the way forward in this century towards the transformation and improvement of healthcare across the globe then we must work between us towards a simple yet clear vocabulary that we can share with our clinical, management and technical colleagues around at every meeting and every report. Does such a framework exist?

Shannon, T. September 30, 2014. Medical Leadership – moving from the dark side towards the age of

enlightenment. Retrieved on September 13, 2015 from http://frectal.com/2014/09/30/medical-leadership-

moving-from-the-dark-side-towards-the-age-of-enlightenment/

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Defining Leadership…

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Canadian Health Leadership

In Canada, for

most health

rganizations,

the musical score for health leadership is LEADS

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Five domains Four capabilities per domain. Leadership—as LEADS

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LEADS Framework

A foundational element for health leadership development

LEAD SELF

ENGAGE OTHERS

DEVELOP

COALITIONS

ACHIEVE

RESULTS

SYSTEMS

TRANSFORMATION

Are Self Aware
Manage Themselves
Develop Themselves
Demonstrate Character
Foster Development of
thers
Contribute to creation of

healthy organizations

Communicate Effectively
Build Teams
Purposeful Partnerships/Networks
Commitment to Customer Service
Mobilize Knowledge
Politically Astute
Set Direction
Strategic Alignment
Take Action/Implement
Assess & Evaluate
Systems Thinking
Encourage Innovation
Orient to Future
Champion Change

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Defining features of LEADS

For all
Simple, yet complex
Capabilities
Enables discussion
Systems perspective
Change focus

Patients included!

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Caring g identi tity.. ty...

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Distributed not heroic leadership...

Both

positional AND informal

Like an
rchestra

Formal AND informal leaders

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Construct validity

Initial work was research based

(literature; action research)

PHSI study (CIHR)
Subsequent studies validate

Face validity

Appeal
Utility
Used in 10 provinces in Canada
CHLNet and LEADS Canada created

to use LEADS for health reform.

Influential in Australia, New Zealand,

The Validity of LEADS

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LEADS: Uses in Systems Transformation

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CHLNet: Better Leadership, Better Health – Together

42 national, provincial, local member partners

➢ Governments ➢ Regional Health

Authorities

➢ National Health

Organizations

➢ Provincial Organizations ➢ Universities ➢ Patients ➢ Private sector

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Enhance Capacity and Capabilities

➢ LEADS Canada

➢ Licenses ➢ Programs ➢ Exchange Days ➢ In House Specialist Program ➢ Community of Practice

➢ LEADS Certification

➢ CHE ➢ CCPE

LEADS Collaborative

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LEADS CANADA

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Australia

Health Workforce Australia

80 licenses
Degree program in Tasmania
Future in doubt with new government

New South Wales (HETI)

Website—resources, videos
LD programs for hospitals
360
International group of experts

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LEADS/UK medical standards

LEADS UK Leadership and Management Standards for Medical Professionals

Lead Self

Self aware
Manages self
Demonstrates character
Develops self

Self

Self-awareness and self-development
Personal resilience, drive and energy

Engage Others

Foster development of others
Contributes to a healthy organization
Communicates effectively
Builds teams

Team Player/Team Leader

Effective teamwork
Cross-team collaborations

Achieve Results

Set direction
Align vision, mission, vision values and

evidence to make decisions

Take action to implement decisions
Assess and evaluate

Corporate Responsibility

Corporate team player
Corporate culture, improvement and

innovation Develop Coalitions and Systems Transformation Systems Leadership

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Toronto International Summit on Leadership Education for Physicians

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Leadership Development Programs

➢ University programs: e.g.,

U of A Leadership of Health Systems Improvement Graduate Certificate

➢ CMA and CSPL programs

for physicians

➢ ACFP Primary Care

Network reform

➢ Medical Society of PEI

program

PEI: “…facilitate training of MSPEI members in leadership skills to enable meaningful consultation with respect to the management of delivery of change within facilities or across the province within Health PEI.”

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Future vision

Outcomes

LEADS S as a model for change ge

Achieve Results Relationships Engage Others Develop Coalitions Lead Self Systems Trans- formation Change Dynamics

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22

LEADS as a Change Planner: EHR

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