Opening virtual session: Sept. 21 – 23

Monday, Sept. 21

3 - 5 p.m.

Leading in a VUCA world

General George W. Casey, Jr., Distinguished Senior Lecturer of Leadership, Cornell SC Johnson College of Business at Cornell University

We live in a “VUCA” world — volatile, uncertain, complex and ambiguous. The COVID-19 pandemic has added another degree of VUCA for healthcare organizations and providers, and the environment will only get more difficult. To succeed, healthcare providers must prepare themselves to lead in this world. In this session, you will learn how volatility, uncertainty, complexity and ambiguity impact the ability to lead for success in healthcare environments. You will then uncover strategies to cope with and lead through the impacts of a VUCA world.

Tuesday, Sept. 22

3 - 5 p.m.

Becoming an Agile Leader

Elizabeth “Beta” Mannix, PhD, Ann Whitney Olin Professor of Management, Cornell SC Johnson College of Business at Cornell University

Agility is associated with innovation, rapid change, collaborative learning and adaptability. There is growing evidence that in a tumultuous and VUCA environment such as we face today, an agile leadership strategy allows leaders to be better positioned for success. Transitioning to an agile mode requires leaders to be mindful, self-aware and act with intent. In this session, we will outline the critical capabilities of an agile leader, linking them to the demands and pressures of the current healthcare environment.

Wednesday, Sept. 23

3 - 5 p.m.

Fostering a Culture of High Performance Teams

Elizabeth “Beta” Mannix, PhD, Ann Whitney Olin Professor of Management, Cornell SC Johnson College of Business at Cornell University

Creating a high performing team is more critical than ever. High performing teams are able to respond quickly to changing circumstances, collaborate and work cross-functionally, prioritize what is important and learn and adapt while doing. Regardless of whether the team is primarily face to face or virtual, extensive research across numerous industries has shown that the foundation of high performing teams is a culture of psychological safety. Creating that culture is often easier said than done, especially in high-risk, high-pressure environments. In this session, we will talk about several concrete actions for team leaders and team members, in both face-to-face and virtual teams, to foster a culture of psychological safety.

Intersession Activity: Leadership Challenge

Individual activity to be completed between the opening and closing sessions.

Building off Module One, each participant will work on a Leadership Challenge. We will give you a template that works toward understanding the VUCA environment and your role leading in it. For example:

  • diagnosing the VUCA environment and developing coping strategies for your team;
  • a personal change you would like to make toward agile leadership; or
  • assessing psychological safety in your team and developing strategies toward improving the culture.

Closing virtual session: Oct. 13 – 15

Tuesday, Oct. 13

3 - 5 p.m.

Learning through Action

Robin E. Parker, Nancy and Bob Selander Associate Director of the Engineering Leadership Program, College of Engineering, Cornell University

In this session, you will learn and practice peer coaching. Using the Leadership Challenge as content, participants will coach each other in small groups. This process creates opportunities to consider new ways of approaching critical problems by identifying what is truly in the way of success. It builds introspection and self-awareness, and enhances the ability to give and receive feedback. Peer coaching also drives continuous learning through action, deepening and expanding networks of support. This session will allow you to practice skills from Module One as well as share best practices for personal and professional development and change.

Wednesday, Oct. 14

3 - 5 p.m.

Fostering Inclusion and Engagement

Session and panel discussion

Michelle M. Duguid, PhD, Associate Professor of Management and Organizations, Associate Dean for Diversity, Inclusion and Belonging, Cornell SC Johnson College of Business at Cornell University

Mecca E. Mitchell, Esq, Senior Vice President of Diversity, Inclusion & Community Engagement, Westchester Medical Center Health Network

Barbara E. Warren, PsyD, CPXP, Senior Director for LGBT Programs and Policies, Mount Sinai Health System

As current world events make clear, it is critical to understand the perceptual, institutional and psychological processes underlying diversity, inclusion and bias. In healthcare organizations, women and minorities continue to lag behind in leadership roles. For example, women make up only 11% of hospital CEOs, although they comprise half of all medical students. We also see evidence of gender and racial bias in the realm of healthcare delivery, which has become more evident during the COVID-19 pandemic. This session will feature a panel of experts from several healthcare organizations reviewing the extensive work on how conscious and unconscious bias influence judgment and decision-making. We will look at best practices for building an inclusive climate at the organizational, team and individual levels. And, we will explore specific skills and strategies that will amplify your voice and standing in your organization.

Thursday, Oct. 15

3 - 5 p.m.

Leading Crisis Through Effective Communication

Theomary Karamanis, PhD, SCMP, Senior Lecturer of Management Communication, Cornell SC Johnson College of Business at Cornell University

Effective crisis leadership requires gravitas, resilience and advanced communication skills. The recent COVID-19 public health crisis has been a primary example of the multitude of challenges faced by leaders at all levels when navigating crises. As a healthcare business leader, you will be called on to simultaneously respond to crises that occur in your own setting, convey prevention and mitigation messages to your target audiences and ensure business continuity and social responsibility. A key success factor in your crisis response will be your preparedness for and the effectiveness of your stakeholder communications. This session will cover the essentials of communicating through crisis. You will practice critical crisis communication skills at all levels, including your peers, teams, patients and the community.