Looking Out for Leaders

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Looking Out for Leaders
Planned Career Progression A Leadership
Development Strategy
Seven key initiatives to address the emerging
leadership capacity gap

• HEABC Conference 2005

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Simultaneously address recruitment and retention

• Broader systems thinking
• Planned career progression
• Inter-sectoral partnering
• Work/life balance
• Pay compression
• Involuntary retirement policies
• Insidious criticism

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Career Planning Today

• Personal responsibility.
• Uncommon to use mentors and coaches.
• Few internships.
• Opportunistic career development.
• Vertical career progression.
• Little focus on broader health system experience.
• Limited exchange with other sectors.

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Planned Career Progression

• Involves
• Joint personal and system responsibility.
• Health system as a complex interaction of
  multiple interests some not often regarded as
  mainstream health system.
• System capacity-building - thinking beyond
  traditional employer or sector boundaries.
• Coaching and mentoring as developmental support
  processes.
• Customized academic and experiential
  opportunities.
• Multiple cohorts to assure continuous supply of
  future leaders.

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Seven Initiatives

1. Governance senior executive awareness
2. Coaching mentoring
3. Inter-sectoral experience
4. International learning sets
5. Gateway program
6. Mid-age cohort
7. Graduate fast track

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1. Governance senior executive awareness

• Increase governance, political and public
  understanding of, and support for current leaders
  and the need for investment in future leadership.
• Enhance governors capacity as leaders.
• Promote understanding of post-Enron governance
  accountabilities.
• Support to eliminate negative stereotyping of
  health leaders.

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2. Coaching and mentoring

• Beyond individual employers.
• Identify future leadership competencies
• Build on CCHSE mentoring program and
  pre-qualified coaches.
• Integral to planned career progression concept.

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3. Inter-sectoral experience

• Encourage large scale systems thinking.
• Build and develop relationships.
• Variety of short- and long-term attachments in
  multiple sectors
• Different health systems
• Provincial government
• Municipal government
• Non-profit sector organizations
• Private sector corporations
• Military
• etc

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4. International learning sets

• Develop understanding of different leadership and
  management solutions.
• Encourage large scale systemic thinking.
• Partner with learning set teams from other
  health systems to address leadership and
  management issues.

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5. Gateway program

• Attract proven and emerging leaders from other
  sectors.
• Provide fast-track orientation and assimilation.
• Customize academic and experiential
  opportunities.

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6. Mid-age cohort

• Recognize that this age group is the logical
  cohort for future leaders.
• Develop strategies to attract new leaders
  (including addressing disincentives).
• Participate in system-wide planned career
  progression.

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7. Graduate fast-track

• Long term succession planning.
• Best and brightest graduates.
• Planned career progression into leadership
  positions in 10 years.
• Logistical support from NHS staff.

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System-wide coordination.Partnering in action??

• Planned, system-wide, career progression for
  future health leaders requires a focus that is
  broader than current employers and sectors
• Consortium?
• Ministry?
• Health authorities?
• HEABC?
• Government Leadership Centre?
• HCLABC?
• Academia?