“Leadership Day was an important venue to discuss our culture and the behaviors that will make our environment even better. I am committed, and I hope you are too, to fostering the interactions on a daily basis that enable and further our organization’s mission, and respect and value everyone in our Michigan community.”
Fall 2017: Creating and Fulfilling Your Commitment to Culture Change
We encourage you to share your experience at Leadership Day with your team. We've created an email template for you to use in crafting your message.
The Case for Investing More in People (Harvard Business Review)
Michigan Medicine Leadership Expectation Model
2017-2018 Core Leadership Expectations
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.
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.
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.
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.
70-20-10 Development Model
Download a PDF of our Leadership Cards here.