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Leadership Advisement: Part 2

In an earlier post I described some of the key concerns involved in healthcare leadership. In this blog post, I want to briefly describe how I see the leadership advisement model working. The model is simple. We meet (virtually) and discuss your goals, concerns, and priorities. We will want to understand if the focus is on a personal career goal (e.g., starting or ending your current role), an organizational goal (e.g., growth, restructuring, planning) or a specific project that you are trying to accomplish (e.g., create a new evaluation structure for the faculty and staff; launching a new academic program, developing a new clinical model, etc.). Getting clarity on the issues and priorities and getting very specific about what is to be accomplished is critical. Once we have agreed upon where we are headed, we will want to build a roadmap toward success. This might take the form of a list of action steps that we want to accomplish. The discipline of creating such a map builds in a plan for accountability and also allows us to see what works and what doesn't work. We will meet weekly or biweekly depending on your schedule and will keep track of progress, outcomes, and any new challenges that emerge as you work toward your goals. We will also keep track via email or text regarding any questions that emerge between our sessions. Through our work together, we will identify needed tools or approaches and think about ways to implement them. Our discussions will always consider the challenge, the beneficiaries, the approach we need, and the front line responsible for helping with execution of our plans.

As stated previously, the themes of the leadership advisement relationship will be determined by any of a number of variables. The needs of an individual who is trying to develop support for a major new initiative in their unit will likely be different than those of the individual who is dealing with a complex human resource situation or the person who is wanting to assure that they are doing everything possible to assure a successful launch to their new role or position. As you can imagine, the list of possible themes for this work is endless (that's what makes it interesting)! I look forward to working with you to focus on your specific opportunities.

In summary, the model being described here is unique, in that it focuses specifically on leaders in healthcare contexts. This means that the relationships among skilled providers of care or academic leaders is the focus, and the relationships to patients/clients, and those who support them (clinicians, faculty) are always top of mind. In the healthcare context the impact on others must be at the center of concern. In this work, we also acknowledge the heavy responsibility and demanding lifestyles of those who lead in the health profession context. Having led in these contexts over many years, I know the deep empathy, complex relational issues, and the constant ability to be nimble that are required.

Hopefully, this two part summary about the Leadership Advisement available through Health Professions Leadership Resources provides a glimpse into this opportunity for you. If you have questions or want to discuss this further, send a text or fill out the contact form.

To Be Continued.......

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