Blip-Zip Executive Summary
Are you tired of the status quo in healthcare? This article explores the concept of Strategic Health Leadership (SHELDR) and unveils seven compelling reasons why studying senior leaders is crucial for revolutionizing the healthcare system. Discover how their strategic thinking and crisis management skills can equip you to navigate complex challenges and embrace innovation in the ever-evolving healthcare landscape.
Blip-Zip Takeaways
- Become a strategic thinker: Learn from senior leaders’ decision-making frameworks to tackle complex healthcare problems.
- Master crisis management: Gain insights into how senior leaders navigate unforeseen challenges effectively.
- Build strong relationships: Discover strategies for fostering collaboration amidst diverse stakeholders in healthcare.
Keywords/Themes (Hashtags)
#SHELDR, #StrategicHealthLeadership, #StrategicLeadership, #HealthcareLeadership, #LeadershipDevelopment, #HealthcareTransformation, #SeniorHealthLeaders
Table of Contents
Genesis of the Strategic Health Leadership (SHELDR) Study
I want to explain my purpose and passion—genesis–for the Strategic Health Leadership Institute. The journey is partly based on a 2-year doctoral dissertation development journey. More specifically, my story is based on my dissertation, STRATEGIC LEADERSHIP: A STUDY OF STRATEGIC HEALTH LEADERSHIP (SHELDR) PRACTICES AMONG FORMER US MILITARY SURGEON GENERALS (SG), 2016. You may download the article HERE.
As such, my audience aims to help mid-career professionals in preventive health, healthcare, public health, mental health, allied health, research, and social or human services sectors who aspire to senior or strategic health leadership positions or are currently in senior or strategic health leadership positions.
The content and results were based on a comprehensive literature review of strategic leadership and interviews of 17 former Military Health System (MHS) Surgeons Generals. It is coupled with over 30 years of experience and research in health futuring, strategy, and transformation at all levels of health leadership. The study culminated into two 3 hour seminars at the annual American College of Healthcare Executives (ACHE) Congress meeting (2017 and 2018). You may download the presentations HERE.
The journey has captured the problem and solution of the need for distinct Strategic Health Leadership (SHELDR) competencies from operational or tactical levels of management and leadership. I also became convinced that studying senior health leaders was critical to solving today’s health system transformation problems.
The Problem With Today’s Health System
Today’s health system is volatile, uncertain, complex, and ambiguous (VUCA), almost too “wicked” to transform health. The current health system’s foundation is a patchwork of the 1900s industrial era of public health, sanitation, and safety crisis, health insurance as a wage ceiling workaround during World War II, and the creation of Medicare and Medicaid. After numerous policy patches, the implementation of the Affordability Care Act (ACA) promises to transform the health systems to tame the “wicked” nature of the current health system.
However, to tame the “wicked” nature of unsustainable health systems or, worse, the next pandemic, health leaders must be adept at the application of foresight or agile and adaptive thinking, be willing to challenge the status quo, navigate exponential change, and create a culture of innovation and psychological safety, allowing others to develop into better leaders at all levels and in more numbers.
Hence, a new brand of Strategic Health Leadership (SHELDR) is needed to tame the wickedness in the health system to create the most reliable health system with the healthiest population (e.g., better health, wellness, and resilience) in the world.
However, there is a bottleneck: leader development practices. Senior health leaders readily admit struggling with the sheer complexity and need for sustainable change is daunting. Studies by researchers, associations, organizations (military and non-military), and advisors cite chronic health leader development gaps associated with individual performance at higher levels of progression and complexity.
Purpose and Methods of the SHELDR Study
The study aimed to explore IF, WHY, and HOW former US Military or Service (Air Force, Army, and Navy) Surgeon Generals (SG) applied strategic and transformational leadership skills in a strategic health leadership evaluation framework.
The study’s goals were to determine the most prominent competencies former military SGs used to transform a health system in a complex setting and recommend leader development improvements. The objectives were to identify the most prominent competencies they applied, skills they wished they had before assuming their positions, lessons from setbacks and successes, and barriers they faced.
The effort was accomplished by developing a SHELDR competency evaluation framework or Strategic Health Leadership (SHELDR) model, analyzing and producing the results, interviewing a set of “elite” strategic health leaders, comparing the results with a group of expert panel members (EPM), and identifying strategic health leader (SHELDR) development opportunities.
Although this study focused on military surgeon generals, it was not focused on how to develop the next Surgeon General (SG) or CEO but on how to develop a cadre of strategic-minded leaders at all organizational levels, especially those levels where VUCA and wickedness are common.
The study measured the differences and similarities between individual SGs and services regarding their challenges, methods to challenge assumptions, and inspiring actions among their followers and counterparts and assessed their preference for specific competencies.
Rationale for a Unique Study Population
To date, ample literature on Military Health System (MHS) transformation exists, such as deaths of wound rates, managed care, patient safety challenges, and organizational consolidation or downsizing in the context of national security and health reform since the 1990s. However, more research is needed on the strategic leadership approach of former SGs. Even less is known about their strategic leadership skills and development as leaders throughout their careers.
The VUCA-driven environment former SGs operated in (i.e., national security challenges, multiple and simultaneous military operations, and healthcare delivery at 430 MTFs) contains many similarities to the current health system in which their counterparts operate. The MHS and respective Services exhibit the same organizational dynamics, resistance to change, cumbersome processes, stakeholder involvement, and slow decision-making as in any complex multi-health systems throughout the United States.
Significance and Applicability
The study of this elite population resulted in greater insight into how to lead a complex health system in a VUCA-driven environment and their strategic leadership skills. Studying former SGs to determine how they transformed their systems in the context of a strategic or transformational leadership framework – the SHELDR model–will be of value to leaders in any sector. One could argue that the challenges former SGs face supporting national security and delivering global health are more complex than those faced by their counterparts, yet similar in applying leadership competencies. For example, their responsibility is equivalent to the goals of the Institute of Health Improvement’s (IHI) Triple Aim.
My 7 Reasons Why I Study Senior Health Leaders
Studies of senior health executives can help prospective and current leaders improve their performance in the complicated healthcare sector. At a minimum, senior leaders must monitor healthcare, public health, and social services trends, technology, and policy developments. Studying their techniques will help you predict future situations and adjust your leadership style.
They encourage collaboration between physicians, policymakers, and public health stakeholders.
Analyzing their techniques helps you create good relationships and negotiate healthcare system diversity. Here are the main reasons:
- Strategic Thinking: Senior leaders solve complex problems with strategic thinking. Analyzing their mental processes and decision-making frameworks helps you handle complex healthcare problems.
- Understanding systemic issues: They grasp how the healthcare system is interconnected. Studying their technique helps you see the big picture and find core reasons.
- Crisis Management: Senior leaders regularly guide organizations through crises. Learning from their crisis leadership tactics helps you handle unexpected problems.
- Strategic Communication: Senior leaders effectively communicate complicated information to varied audiences and negotiate solutions between competing interests. Studying their communication methods improves your ability to communicate visions and negotiate in healthcare.
- Mentorship and Coaching: Watching senior leaders mentor and teach prospective leaders will help you strengthen your team.
- Life Long Learning: Profiles of successful senior health leaders can inspire you to excel in your leadership journey.
- Opportunities to network: You can advance your career by networking with senior health leaders through conferences, mentorship programs, or professional groups.
Studying senior health leaders provides a rich learning experience beyond book knowledge. The Robert Woods Foundation refers to it as creating a culture of health leaders as part of their culture of health mantra. You may improve your leadership in the ever-changing health and human services industry by understanding their strategic thinking, complex system experience, and effective leadership methods.
Summary and Conclusion
The pressures and strategies to produce better health, improve the care experience, and reduce the cost per capita are enormous. This pressure is magnified by a distinct requirement to provide the healthiest warriors and prevent the loss of life 24/7 as a means to avoid or win the nation’s wars. The results of this study may provide transferable recommendations to other healthcare sectors on how to transform their health systems and develop (and select) future strategic health-level leaders to lead, succeed, and thrive.
By understanding the approaches of successful senior leaders, aspiring and current leaders can enhance their leadership capabilities and contribute to building a more resilient and effective healthcare industry.
Ready to deepen your understanding of SHELDR and explore practical steps to hone your leadership skills? What do you think are SHELDR’s most critical competencies? Dive into the following sections for thought-provoking questions, engaging activities, and valuable resources to propel your leadership journey forward!
Stay Tuned—a literature review and present the SHELDR Model development methodology.
Deep Dive Discussion Questions
By actively engaging with these questions, you can better understand SHELDR and its potential to transform your leadership style and contribute to positive change within the healthcare system. To further solidify your grasp of SHELDR and its application, consider these questions:
- Reflect on a leadership challenge you faced. How could a SHELDR approach have equipped you to navigate the situation more effectively?
- Identify your leadership strengths and weaknesses. How can you leverage your strengths and address your weaknesses to become a more strategic health leader?
- Imagine building a team to address a complex healthcare issue. What characteristics and competencies would you prioritize in your ideal team members?
- How can you champion the importance of social determinants of health (SDOH) within your organization?
- Envision your vision for the future of healthcare. How can SHELDR principles guide you in achieving this vision?
Professional Development and Learning Activities
By actively participating in these exercises, you can develop your leadership skills and gain practical experience in applying SHELDR principles to real-world situations. Ssolidify your learning and put theory into practice through these engaging activities:
- Conduct a self-assessment using a leadership competency framework. The National Center for Healthcare Leadership Model (NCHL Model) is a valuable resource. Identify areas for growth and create a development plan to target those areas.
- Shadow or observe a respected leader in your field. Analyze their actions and decisions through the lens of SHELDR principles. Reflect on what you learn and how you can incorporate similar strategies into your leadership style.
- Explore leadership development programs or workshops on strategic thinking, collaboration, change management, or other competencies identified in the article.
References and Resources
- Out of the Crucible: How the US Military Transformed Combat Casualty Care in Iraq and Afghanistan, Dr. Arthur Kellerman
- The Commonwealth Fund: High-Performance Health System National Scorecard (https://www.commonwealthfund.org/publications/scorecards)—This resource offers a national benchmark for the US healthcare system, allowing for the identification of areas for improvement.
- National Center for Healthcare Leadership: Health Leadership Competency Model (https://www.nchl.org/) – This website provides a framework for self-assessment and development planning for healthcare leaders.
- Robert Wood Johnson Foundation: Culture of Health (https://www.rwjf.org/en/building-a-culture-of-health.html)—The Robert Wood Johnson Foundation’s Culture of Health initiative aims to foster a national movement to prioritize health, well-being, and equity. Understanding this concept aligns with developing a cadre of strategic health leaders.
- Leaders Make the Future: Ten New Leadership Skills for an Uncertain World, May 7, 2012, by Bob Johansen
