Image | Title | Download | Date |
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Chapter 10: Building the New Management Team | Chapter 10 from Making Leadership Change by Thomas N. Gilmore | October 19, 2023 | |
Accelerating Systemness Through Shared Vision and Culture | Jennifer Tomasik, Rosa Colon-Kolacko, and Brooke Tyson Hynes | October 11, 2023 | |
Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions | Part 2 in the Wharton Healthcare Quarterly “From Transaction to Transition” Series | September 6, 2023 | |
Briefing Note: Board-Staff Dynamics and Natural Entry Points for Connection | July 18, 2023 | ||
From Transaction to Transition: Part 1 – The Important Role of Strategy in Leadership Positions | Part 1 in a series that explores how organizations can leverage moments of leadership transition to advance their purpose and take advantage of the strategic, cultural, and organizational opportunities inherent to integrating new leaders. In this article, we focus on the value of establishing a Transition Committee, and the ways that leadership transitions can both inform and be informed by strategic thinking. Subsequent entries in the series will unpack issues related to cultural and organizational | May 23, 2023 | |
Briefing Note: Strategic Planning versus Strategy Making | May 18, 2023 | ||
Organizational Learning and the Leadership Skill of Time Travel | We have looked at how leaders can travel into the past to identify and pull forward essential aspects to the organization’s continued identity. In the present, leaders need to encourage followers to be vigilant for the immanent future. We have set forth both the method and power of traveling to some future time and constructing a plausible narrative to link up the present with that future. All these journeys are in the service of people in the present being able to make high quality, committed choices that work with the complexity rather than flee it. | March 7, 2023 | |
Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses | Organizations managing leadership transitions for continuity begin by addressing the interdependent transition issues that impact success. | March 6, 2023 | |
Governance Refresh for the Future | Published in Wharton Healthcare Quarterly, Winter 2023, Vol 12, No 1 | February 23, 2023 | |
Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant | Published in the July/August 2022 issue of Family Business Magazine | October 25, 2022 | |
Tapping the Potential of Healthcare’s Workforce Crisis | In a previous article we introduced three guiding principles: (1) slowing down to speed up, (2) leveraging the power of stuck, and (3) using resistance as feedback. In this article, we expand on these principles to create systemic value from the fragile current state of the healthcare workforce.
| August 10, 2022 | |
The Workforce Crisis is an Unignorable Moment for Healthcare | When confronting an unignorable moment like the workforce crisis, healthcare leaders might feel stuck within a complex dilemma without clear solutions. Carey Gallagher and Jason Pradarelli share three guiding principles for leaders to address this unignorable moment in healthcare. | May 10, 2022 | |
The Value of Coaching in Academic Medicine | A look at the barriers and benefits in utilizing coaching as a way to support healthcare leaders at various stages of development. | March 24, 2022 | |
Affirming Post-Acute Leadership | Top executives of post-acute organizations are fielding clear signals that their people are depleted. | November 23, 2021 | |
Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs | CFAR recently convened a diverse group of 19 leading CEOs from a wide range of associations to come together and discuss both the current challenges and opportunities in this disruptive time, as well as the variety of shifts impacting their members and fields. The discussion proved to be a rich one, both about the present and the future. Associations have been hit hard by COVID, as national and regional gatherings have gone virtual, membership numbers are in decline, and challenges to traditional value propositions have arisen. Associations play a vital role in the industries they serve and in the larger economy, particularly in healthcare, where they are leading voices in influencing policy, supporting research, and advocating for their professions. Our discussion focused on three critical, interconnected areas in the business of associations—rethinking association business models given recent disruptions, creating the culture and conditions to be truly diverse and inclusive organizations, and engaging boards for greatest impact. | November 1, 2021 | |
Calibrating Culture for a Healthcare Merger | In any merger, each partner brings its own history, culture, and approach to getting work done. And in healthcare, the local environment plays a critical role in shaping success, even as organizations merge to increase market share and to strengthen population health-based models. Cultural gaps between partners can derail success. On the other hand, So, what does it mean to create value from understanding culture in these mergers and acquisitions? CFAR recently helped two healthcare systems poised to merge assess their cultural fit. Together, they aspired to develop a leading-edge model of value-based care to serve populations as both a payor and a provider of care. And yet, their cultures differed in significant ways. | November 1, 2021 | |
Opportunities Within “Adaptive Recovery” | The notion of adaptive recovery from COVID-19 sets the stage for gaining a deeper understanding of the shifts your organization is making and how you can play a part in advancing toward the new future. | July 1, 2021 | |
What Leaders Can Learn from Feeling Like a “Middle” | When a health system is led by a Top who can set strategic direction while taking a Middle’s perspective when needed, strategies become behaviors quickly, individuals see the power of their contribution to the whole, and results are faster, and they last. | July 1, 2021 | |
Strategic Alignment for New Initiatives | Launching a “new” initiative, no matter the scope, is exciting — and can quickly become frustrating if it fails to live up to aspirations. Getting it close to right the first time through and identifying and incorporating stakeholder interests helps systems learn how to stand up new initiatives without losing time, traction, or other key resources. | July 1, 2021 | |
Family Meetings Move Online | A key facet of both business and family engagement, naturally, is meeting face to face; however, the reality of COVID-19 dictates that doing so in-person is largely not worth the risk. As a result, families have had to get creative in order to maintain connection with one another. Virtual meetings have become ubiquitous—hosted on Zoom, WebEx, etc.—but do these technologies support the same kind of connection as an in-person gathering? Do virtual meetings provide a safe and viable alternative to in-person meetings? | May 17, 2021 | |
What Doesn’t Show Up on the Bottom Line Counts | To be a “best company” you need to incorporate both the hard and the soft. | April 14, 2021 | |
The Gold Medal | What attributes must a company have to earn a gold medal for Best Place to Work? Our experience indicates three interdependent factors contribute to the strong working alliance necessary to make a company “the best”: the individual, the team, and the company. | April 14, 2021 | |
Riding the Tiger: Preventing Company Leaders From Failing | When leaders become infatuated with their own self-worth, they stop listening. They eliminate dissenting voices. And they cocoon themselves into believing they have all the answers. That’s a road map to disaster. And it inevitably fails. To minimize failure — to keep control of the tiger and have both the power and choice to dismount — leaders should adhere to some important fundamentals. | April 14, 2021 | |
Effective Business Leaders Know Change is a Constant | Change is a constant. We talk with business leaders to find out how they manage change and find opportunities . | April 14, 2021 | |
Business and Community: A Valued Partnership | Why do business leaders devote time and capital to not‐for‐profit activities? What challenges do they face working with community organizations? And what have they learned through their experiences? We posed these questions to a number of community leaders – those who work full time in their business and graft on additional time to serve their community. | April 14, 2021 | |
Building Relationships Boosts Company Morale | There are a number of companies that have capitalized on the transformation of work styles and work structures. How they develop a competitive edge by dedicating themselves to forming strong relationships with their customers and vendors. | April 14, 2021 | |
One Hundred Years and Still Rising | There is indeed something to be learned about greatness from companies that have survived 100 years or more. What is it about companies that have reached or surpassed the century mark that provide lessons to businesses that seek to be a best place to work? Here’s just one example, followed by some thoughts to guide “younger” companies in their quest to be great places to work. | April 14, 2021 | |
“Creating Pull” for Patient Ownership of Care | Strategies for “creating pull” — identifying what will make changing behavior easier for people, which helps put changes in place. | February 10, 2021 | |
Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5 | A follow up to our series on interprofessional collaboration in healthcare | February 9, 2021 | |
Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4 | The final article in a series of four about actionable practices for effective interprofessional collaboration in healthcare. | February 9, 2021 | |
Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3 | The third in a series of four about actionable practices for effective interprofessional collaboration. | February 9, 2021 | |
Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2 | This article is the second of four about actionable practices for effective interprofessional collaboration in healthcare. | February 9, 2021 | |
Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1 | This is the introduction to a series of four articles about actionable practices for effective interprofessional collaboration in healthcare. | February 9, 2021 | |
Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare | The third in a series of four articles about working towards being a “superconducting organization,” where results come faster and are sustainable. | February 9, 2021 | |
Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2 | This is the second in a series of four articles about working toward being a “superconducting organization,” where results come faster and they last. In this article, we detail one of the levers that can help build this kind of organization, Leading Leaders. | February 9, 2021 | |
A Roadmap for “Superconducting” Healthcare Organizations – Part 1 | We find ourselves at a time when the profile of the healthcare industry is transforming, the rules of the game are changing, and the way people bring themselves to work is evolving — how do leaders need to adapt to help their organizations thrive and benefit the communities they serve? | February 9, 2021 | |
Part 3: From Patient to Partner – Making Room for the New Provider Role | The third in a series of three articles about engaging patients in population health management. | February 2, 2021 | |
Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management | The second in a series of three articles about engaging patients in population health management. | February 2, 2021 | |
From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management | The first in a series of three articles about engaging patients in population health management, exploring ways in which providers can foster collaboration with patients in care management and the questions this work raises for the identity of providers in the future. | February 2, 2021 | |
Build a Family Social Contract That Will Strengthen Succession | January 6, 2021 | ||
Matching Donor Interests with Problem-Centered Academic Programs | November 18, 2020 | ||
Developing a Shared Language for Shared Work — Collaboration in Interprofessional Teams | November 18, 2020 | ||
The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare | November 18, 2020 | ||
Where is the “I” in Team? Why Collaboration Matters in Healthcare | November 18, 2020 | ||
Creating Value Together—Collaboration Between Physicians and Administrators | November 18, 2020 | ||
Joint Ventures: A Fast-Track Strategy for Growth | November 18, 2020 | ||
Family Firm Institute — Interview with a Founder: Drozdow | November 18, 2020 | ||
Learning From the Crisis | November 17, 2020 | ||
Briefing Note: Action Learning—Improving Organizational Performance through Team Learning | November 5, 2020 | ||
Briefing Note: Strategy Planning vs Strategy Making | November 5, 2020 | ||
Differences A Day Can Make | November 3, 2020 | ||
Culture as a Strategic Asset in Healthcare | November 2, 2020 | ||
Propulsion: Turning Strategy Into Action Quickly – Part 4 | The final piece in a series of four articles about working toward being a “superconducting organization,” in which desired results come faster — and they last. | November 2, 2020 | |
Pointers for Leaders in the Pandemic | November 2, 2020 | ||
Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy | November 2, 2020 | ||
Lessons from the Field: Promising Interprofessional Collaboration Practices | November 2, 2020 | ||
The Artful Work of Governance | November 2, 2020 | ||
The Challenges of Strategy and Leadership in Higher Education | November 2, 2020 | ||
The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments | November 2, 2020 | ||
The Importance of Linking Leadership Succession, Strategy, and Governance | November 2, 2020 | ||
The Power of Negotiating in a Family-Owned Business | November 2, 2020 | ||
The Power of “Small Leadership” | November 2, 2020 | ||
Leading in a Virtual Reality | November 2, 2020 | ||
Managing in the New Team Environment – Introduction | November 2, 2020 | ||
Making A Leadership Change – Part 1 Overview | November 2, 2020 | ||
Creating Systemness: Eight Practices to Make Integration Work | November 2, 2020 | ||
Creating a Culture of Value – Part 1 | November 2, 2020 | ||
Coaching 2.0 | November 2, 2020 | ||
Mindfulness and Executive Education | October 28, 2020 | ||
Ideas in Philanthropic Field Building | October 23, 2020 | ||
Developing HealthCare Leaders | October 23, 2020 | ||
Developing Leaders in Turbulent Times | October 23, 2020 | ||
Realizing Systemness | October 23, 2020 | ||
Creating Sustainable Change Through Backcasting | October 23, 2020 | ||
Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2 | October 23, 2020 | ||
Childrens Reactions Stress | October 23, 2020 | ||
Transitions in Large Group Processes | October 23, 2020 | ||
The Softer Side Governance | October 23, 2020 | ||
What is Continuity | Published in Family Business Review, December 1998, Vol 11, No 4 | October 23, 2020 | |
Imagined Conversation | October 23, 2020 | ||
Family Enterprise as a Global Field | October 23, 2020 | ||
Avoiding Governance Creep | October 23, 2020 | ||
CORE Collection | October 22, 2020 | ||
How to Face Philanthopy’s Hardest Question | October 22, 2020 | ||
Moment You Can’t Ignore – Introduction | October 22, 2020 | ||
How to Manage Behind the Scenes Power Players | October 22, 2020 | ||
The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose | October 21, 2020 | ||
Beyond Structure: Planning for a Future – and a Family – You Can’t Predict | October 21, 2020 |