The purpose of the Year of Learning is to focus leadership development efforts across our academic medical center on a few select leadership expectations that support current institutional priorities.
Four core leadership expectations have been chosen for the Year of Learning 2017:
2017 Core Leadership Expectations
Creates a Shared Vision
Michigan Medicine leaders inspire people through building consensus around a compelling vision and shared mission, including strategic clinical, research and educational initiatives. A hallmark of their achievements is in continually learning and innovating – and teaching faculty, staff and students – ways to do better. Leaders see standard work and experimentation as the basis of innovation and creativity.
Michigan Medicine leaders create an atmosphere in which timely and high-quality information, reflecting diverse thinking, flows smoothly. Leaders encourage the open expression of ideas and opinions. Leaders are role models in delivering clear presentations, actively listening and preparing well-written documents.
Leads Innovation and Change
Michigan Medicine leaders catalyze change by recognizing its need, challenging the status quo, energizing stakeholders, and championing experiments to improve. Leaders are strong advocates of change even in the face of opposition and make the compelling argument. They find practical ways to overcome barriers to change through deep knowledge of the way work is done and the root causes of problems. Leaders engage diverse teams in change activities.
Collaborates and Builds Inclusive Relationships
Michigan Medicine leaders generate an atmosphere of collegiality and are models of respect, helpfulness, and cooperation. They draw others into active, enthusiastic commitment to the collective effort and build spirit and identity. They spend time forging and cementing professional relationships, creating internal and external networks.
The Leadership Expectation Model provides a snapshot of the core expectations for all Michigan Medicine leaders.
The 70-20-10 Development Approach depicts the recommended balance of informal and formal development opportunities for leaders and staff. This document will communicate to staff the importance of developing themselves outside the classroom. Use it with the 70-20-10 Development Plan to support an employee’s interest in growing their career.
The 70-20-10 Development Plan outlines a process for creating development steps toward your employee’s goal or your own goal. You can see a sample here. Use this form for yourself or with staff during development discussions.
Elements of Effective Communication identifies critical components for communicating your leadership vision to your team members and other leaders. Reflecting on the questions will help clarify your leadership vision.
Year of Learning Offerings
Michigan Medicine has chosen a selection of featured courses offered across campus for faculty and staff continued professional development. If you have questions about the Year of Learning website, please contact Kate Alber (email@example.com). For questions regarding individual courses, please contact the respective provider of the course.
Think Like An Actor, Present Like a Pro
Essential Skills for Successful Leadership
Improve Your Coaching Skills
Communication Styles at Work
Establishing Your Customer Service Vision
Giving & Receiving Feedback
Conferences and Special Presentations
Michigan Medicine Management Conference 2017
February 22, 2017
Voices of Staff Change Management Series
Look for special announcements
By Nomination Only
Peer to Peer Learning