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Partnering to Build a Strategic Leadership Institute
November 23, 2009
By Susan Malinowski and Charles F. Seifert
Developing and implementing specific competency-based training programs is something most organizations discuss at one point or another. However, the development and implementation of an effective program is usually a much greater challenge. At Saratoga Hospital we developed a strategic leadership institute that is a collaborative effort with Siena College for the development of leaders at Saratoga Hospital and beyond. The institute nurtures, shapes, and equips current and prospective health-care leaders to be fully engaged in the leadership role. This engagement combines with the leader's technical and operational expertise to provide quality patient care and exceptional service to all customers. To that end, the program focuses on growing and enhancing the characteristics of passion, compassion, integrity, creativity, drive, risk-taking, and growth orientation.
Creating the Model
Saratoga County is the fastest growing county in New York State. As a result, Saratoga Hospital—the only acute care facility in the county—needed to grow along with it. As the hospital was undergoing significant growth, it also experienced significant growing pains. Out of these growing pains, the senior team identified an unfulfilled need to enhance the leadership expertise of the existing staff. To meet these identified needs, the training department was charged with the development of an in-house, evidence-based leadership development program to help current and aspiring leaders meet the challenges associated with current and future growth. To begin the process, existing programs at other hospitals and institutions were identified and visited. After several benchmark programs were reviewed and a general objectives-based model was identified, the senior team at the hospital reviewed the draft curriculum and provided its support for the development of the program.
With a general model in place, the hospital sought an academic partner to lend credibility and theoretical expertise to the program. The hospital approached three local academic institutions with established leadership programs. After reviewing the proposals, the hospital chose the institution that exhibited the best prospect for successful completion of the program. Over the next four months, weekly meetings were held to develop an innovative leadership institute that would integrate the latest academic leadership theories with solid evidence-based health-care practices.
The resulting institute is progressive in nature and offers college certification in each of three tracks:
1. The Emerging track provides front-line and aspiring leaders with a basic working knowledge of management and leadership principles to position them for higher levels of responsibility.
2. The Operational track is intended for middle to senior level leaders who wish to enhance their skill set. The curriculum aligns with the hospital's strategic initiatives with a focus on employee development and an increased awareness of effective leadership skills and behaviors.
3. The Strategic track facilitates the advanced mind-set required of executive-level positions. Upon completion, participants understand the importance of adopting entrepreneurial thinking and a visionary approach to strategic leadership.
Since class size is limited to ensure optimal individual and group engagement, employees are required to complete a detailed application submitted to a selection committee of senior leaders at the hospital, the faculty at Siena College, and the hospital's training director. The process proved to be competitive, as more than 70 applications were received for 20 available seats. Each track takes one year to complete, culminating in a capstone experience involving individual and group projects closely related to current health-care practice. The participants are assigned various books and articles and meet on a quarterly basis. The program finishes with a capstone project integrating the principals and theories covered in each track. Certification is incumbent upon participants designing a unique presentation for critique and feedback by faculty and senior leaders of the hospital.
The program was launched in October 2008 for the Emerging track and in December for the Operational track. Since participation in the Strategic track is incumbent upon successful completion of the Operational track, the Strategic track is scheduled to launch in early 2010. The inaugural classes largely were viewed as a success, and the second set of classes is scheduled to begin in late 2009.
Assessing the Program
Kirkpatrick's Four Levels of Evaluation were used to assess the effectiveness of the program. For reaction, a standard survey was distributed at the end of each program to determine participant satisfaction. On a scale of 1-5, participants were asked to rate the instructor’s teaching style, expertise, and response to questions. They also indicate how well the program related to their current position, course organization, and overall course rating. To date, the average program evaluation is greater than 4.5/5.0. Learning is assessed through capstone projects where participants are required to integrate all skills and theories learned in the program and apply them to a real-life case study or project. Each group is required to make a high-level presentation to a panel consisting of senior leaders at Saratoga Hospital and Siena College. Behavior is evaluated by examining changes in individual performance appraisal and employee satisfaction survey results prior to and after course completion. Finally, the hospital assesses business results by examining turnover rates and customer satisfaction scores as measured by Press Ganey.
Once the Health-care Leadership Institute is firmly and successfully established in Saratoga Hospital, future plans include marketing the program to regional and national health-care institutions. In addition, recertification criteria currently are being developed for each track.
Susan Malinowski, MS is the director of education at Saratoga Hospital in Saratoga Springs, NY. Under her leadership, Saratoga Hospital was named to Training's Top 125 for 2008 and 2009. smalinowski@saratogacare.org
Charles F. Seifert, Ph.D., is a professor in the School of Business at Siena College. His teaching, research, and consulting interests include leadership, 360-feedback, and organizational effectiveness. E-mail him at Seifert@siena.edu
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