Atrius Health Leadership Academy

1. American Medical Group Association Presentation Tanya Chermak, MBA Program Director, Leadership Academy Wednesday, April 13, 2011 Atrius Health Leadership Academy: A Catalyst for Organizational Transformation

3. Atrius Health – Who we are Non-profit, multi-specialty group practice in Eastern Massachusetts 5 independent practices: Dedham Medical, Granite Medical, Harvard Vanguard, Southborough Medical, South Shore Medical Employing over 800 physicians, 1,300 other medical professionals and 5,000 employees Serving > 700,000 adult and pediatric patients Providing care in over 2.4 million visits annually at 30 practice locations

4. Harvard Vanguard – Who we are Founded in 1969 at Harvard Medical School as Harvard Community Health Plan Many of our physicians and medical professionals have served with us for over 30 years 1998 formed as an independent physician group practice (separated from health plan) $1.3 billion in revenues in 2010 Leaders in the state when clinical quality is measured by the Massachusetts Health Quality Partners (MHQP)

5. Atrius Health Vision “By partnering with our patients and communities to make it easier to be healthy, we measurably improve their health.”

6. Leadership Academy Reason for Action Baseline Situation Goals Underlying Principles The Program The Participants Learning Approach Results Reflections

7. Reason for Action “So when we asked chiefs to pick up the pace…they said we don’t know how…they said “give us some tools”

8. Reason for Action “We realized in order to create the type of high quality care we want to deliver; we had to actually create a network of distributed leaders at the front lines of patient care.”

9. Why is Leadership & Leadership Development Important?

10. Why is Leadership & Leadership Development Important?

11. Baseline Situation Frustration with care delivery system Physician leaders unprepared to create and sustain change Low engagement Low physician satisfaction scores Low staff morale

12. Mission: The Leadership Academy is a professional development program designed to advance the management skills and leadership potential of our clinical & administrative leaders in support of our organizational mission & goals.

13. Leadership Academy Goals Support our current leadership Identify & develop future leaders Foster career development and professional growth opportunities Enhance professional relationships across sites, specialties & disciplines Foster more effective collaboration between clinical & administrative leaders Enhance professional relationships with senior management Strengthen stewardship, engagement & alignment with our mission & strategy Create an adaptive culture of dialogue, action & learning Support & accelerate our adoption of Lean Create mentors Support & enable site-based accountability

14. Underlying Principles Moving Beyond… Thought Leadership to Action Leadership Critiquing to Creating Pushing Back to Pulling forward Judging to Learning Problem-Solving to Solution-Orientation Technical Focus to Adaptive Leadership

15. Program Description: What is Leadership Academy? Leadership development program 9 months >>13 seminars>>72 hours 38 participants>>6 action learning groups 4 areas covered:

16. Curriculum – Developing via Iterative Dialogues May 8th 2008 ‘All Chiefs’ meeting Enhanced expectations of chiefs Specific skills requested Improve ‘job-doability’ Updated at least twice per cohort Mid-term lunch End-of-term assessment Constant dialogue to meet needs of organization Leadership Academy Steering Committee

17. Seminar Topics Our needs assessment led to the following courses for Leadership Academy; As you can see from all the blue, there’s a heavy emphasis on developing Leadership Skills: Zeev leads an extremely well received introduction on Leadership that helps our leaders understand the discomfort of LEADING and they read experts like John Kotteto learn how to overcome the pitfalls inherent in Change Management --- our CEO Gene Lindsey also speaks to his own Leadership experience Then they take course like Outcomes Based Goal Setting to learn how to move from vision to Our needs assessment led to the following courses for Leadership Academy; As you can see from all the blue, there’s a heavy emphasis on developing Leadership Skills: Zeev leads an extremely well received introduction on Leadership that helps our leaders understand the discomfort of LEADING and they read experts like John Kotteto learn how to overcome the pitfalls inherent in Change Management --- our CEO Gene Lindsey also speaks to his own Leadership experience Then they take course like Outcomes Based Goal Setting to learn how to move from vision to

18. Curriculum: Sample Readings

19. Leadership Academy Timeline Pilot LA for Future Leaders (Cohort 1) Feb 2008 Just-in-Time Finance Seminars Sept 2008 LA for Chiefs & Clinical Leaders (Cohort 1) Sept 2008 Leadership Academy (Cohort II) Jan 2009 Leadership Academy (Cohort III) Oct 2009 Leadership Academy (Cohort IV) Jan 2010 Leadership Academy (Cohort V) Sept 2010 Leadership Academy (Cohort VI) Jan 2011 Just-in-Time Seminars Feb 2011

21. Participant Break Out

24. Assuming Leadership Responsibilities Take Action!!! Teach!!! Create Change!!! YOU have to Make it Happen!!! Courage to fail… Reflect and Learn

25. 25 Action Learning Protocol (LA Standard Work)

26. Explicit Expectations Attendance > 85% Come prepared for sessions Apply and teach what you learn each month Engage in an organizational strategic initiative Participate in Lean Basic Training Participate in Lean Rapid Improvement Event

27. Learning Approach: Challenges Outside of Comfort Zone Reflect Create vs. Critique Participate vs. Evaluate Pull Forward vs. Push Back

28. LA Learning Approach – Teach It

30. Measuring Success Session evaluations Quality of action team report outs Feedback from practice Participant surveys AMGA and employee opinion surveys

32. Tangible Results 57% have been promoted or taken on additional responsibilities 95% are participating in strategic initiatives 160 physician, nurse and administrative leaders have participated and graduated Alumni continue to meet as groups and complete projects Actively used as a competitive advantage to recruit and sign young physicians

33. Intangible results Morale & Camaraderie markedly improved Networking across sites & disciplines Increased social capital Cadre of leaders with common understanding & language Less isolation & greater feeling of community Greater engagement with organizational mission & goals Deep gratitude & increased commitment to organization Greater capacity & capability to adopt & sustain change such as Lean, quality improvement…

34. Feedback

35. Feedback “Leadership Academy has helped my nurse leader and me think more strategically about the problems we face as a practice. We communicate better, eager to participate in the corporate initiatives because we know about them and feel supported.”

36. Feedback

37. Reflections “The skills have been really useful…Maybe the most important thing for me was learning again how to listen.”

38. Reflections “All too often in medicine…administrators and clinicians are separated and this really increases our relationship so that each of us can hear each others’ opinions and work towards a solution that is mutually beneficial.”

39. Reflections “It provides a level of enthusiasm for everybody who has participated and thereby a level of know how and expertise, in the middle level of our organization. “

40. Reflections “I think that Leadership Academy, on the one hand sounds simple, but at the end of the day, what it creates is literally priceless.” Carl Ishihara, MD, PhD, Chairman of the Board

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42. “Education is not the filling of a pail but the lighting of a fire”

43. Contacts

44. Link to our video http://www.youtube.com/watch?v=pieXE4HKREU