LEAP Participant Program Guide

LEAP Participant Program Guide

A Letter from the Lifespan President and CEO

Dear Colleagues: Congratulations on your commitment to this exciting leadership development journey, one designed to reinforce and enhance your strengths as confident and effective leaders in our organization. Your success as leaders is essential to our success as a system, and we are excited to provide this opportunity for growth.

The program is carefully designed to help you develop effective leadership practices, so that you can guide your teams to produce positive business results while best serving our patients and our communities. We have a talented team of professionals in place who will provide experiences to help you learn and grow into a leadership team that can help Lifespan navigate current and future challenges successfully.

I urge you to immerse yourself in the program sessions, the associated project, and all the assignments you will be given over this coming 12 months. I encourage you to work closely with your senior leaders to shape your action plans in support of your own growth and that of your colleagues. I ask that you think carefully about the support your reporting managers will need from you as you journey forward together.

Thank you for your engagement and continued support of our mission to deliver health with care.

In the steadfast pursuit of excellence, I remain, Sincerely yours,

Timothy J. Babineau, MD President and CEO, Lifespan

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Messages from our Executive Sponsors

“I was humbled when I was asked to be a cohort executive sponsor. In the early 1990s, I helped coordinate a management certificate program as part of the New England Healthcare Assembly. The program was geared to middle management ranks in acute care hospitals. The focus was on some basic management tools like planning, budgeting and staffing, and it also included some organizational dynamics such as team building. It was a multi-session program spread over several months.

First, I was amazed at how much I learned from these sessions. Second, the group developed into a true team as they studied together over time. They developed relationships which helped them in their respective roles. It was one of the most rewarding assignments in my career.

Arthur Sampson President, The Miriam Hospital

I suspect that Lifespan’s Leadership Excellence Advancement Program (LEAP) will have similar benefits for all involved. It is particularly fitting that the emphasis will be on leadership skills as opposed to management competencies. Although Lifespan needs executives with both skill sets, I am excited to work with a group of experienced Lifespan directors as we focus on expanding our collective leadership skills.”

“I believe that developing leadership is essential to the future of Lifespan. It’s about shaping the next generation of leaders who will ensure that Lifespan remains both viable and relevant so it can continue its important charitable mission. Members of senior management have a moral responsibility to leave an organization in as good a shape—if not better—than when they started. To accomplish this mandate, they must prepare the next generation of leaders to assume that same responsibility. To ensure effective succession planning, Lifespan must invest in the training and development of leadership skills.

Paul Adler Senior Vice President and General Counsel, Lifespan

I was involved with the formation of Lifespan in 1994 as an outside attorney. I joined Lifespan in 1995 and served progressively as associate counsel, deputy general counsel, and then as general counsel.

While I understand the need to find a balance between filling leadership positions with internal people, who have institutional knowledge, and external people, who bring fresh perspective and insight, I admit that I am biased toward promoting internally. Yet we can’t promote from within unless our employees are equipped with the skills and competencies to be effective leaders, and are then afforded the opportunity to practice and demonstrate those skills. It is for this reason—that I myself was given the opportunity to grow into a leader—that I am here to support you.”

“I became interested in leadership at Lifespan after serving as an at-large member of the Medical Executive Committee at Newport Hospital about seven years ago. With a developing interest in hospital-wide matters, I then served in various medical staff officer roles at Newport, including chair of clinical quality and safety, and medical staff president. These leadership roles gave me an opportunity to bring clinical and administrative teams together as I worked in the Emergency Department at Newport, part of Brown Emergency Medicine.

Jeffrey Gaines, MD Vice President, Medical Affairs and Chief Medical Officer Newport Hospital

During my tenure as president of the medical staff, I quickly realized that I had much to learn about leadership, hospital operations and finance. I had always planned on pursuing an MBA or similar degree, and decided that the time was right at the end of 2018. The Master in Healthcare Management (MHCM) program at the Harvard T.H. Chan School of Public Health has provided a rich experience which I am delighted to bring to Lifespan, and to this program. I believe deeply in the value of effective leadership, and will make my experience and abilities available to your growth and development.”

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LEAP: What to Expect

Overview: The Leadership Excellence Advancement Program (LEAP) provides a multi-dimensional, highly interactive experience, designed to build transformational leadership skills, perspectives and practices. Components include: • • • • • • •

Three multi-day, offsite, intensive learning sessions Learning teams of four to six interdisciplinary leaders A prioritized organizational project to demonstrate skill Tools and best practices An individual development plan A team development plan Custom coaching and mentorship

The program addresses leadership of self and others while focusing on producing exceptional business results.

It requires our leaders to think in ways that support transformation, take initiative to improve business processes, and rely on fellow leaders to solve system problems.

What to Expect: This robust experiential learning approach requires full participation from all leaders. You can expect: • • • • • •

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Leadership engagement and support at all levels Executive sponsorship for each cohort of learners New tools to build assessment, coaching and leadership skills Feedback and support from learning team members New ideas and insights A challenging and rewarding experience

Meet Your Faculty

Danielle M. Fagan, MSW, LICSW Danielle serves as a human resource partner focused on clinical performance solutions at Lifespan, where she helps clinical leaders and their teams perform at their best. Danielle brings strong, structural skills to her work; in addition to LEAP, she helped create Lifespan’s management development series, and has been involved in Magnet applications and ongoing support. Throughout her career, Danielle has designed and developed leadership, research, and clinical programs, has presented at national conferences and has held various clinical and leadership positions. She shares real, practical solutions that spark and inspire professional development. Dedicated to quality improvement, she works to empower and inspire staff so they can develop the future of health care.

In addition to her Lifespan role, Danielle is the president and CEO of the consulting firm, Anytime Leadership, and an adjunct professor at Johnson & Wales University. She holds a master’s degree in social work from Rhode Island College.

David Goldman, SPHR David helps design and deliver training and leadership development programs, manages data and analytics, and administers Lifespan’s learning management system, Net Learning.

As the program manager for diversity and compliance, he develops the learning and infrastructure required for Lifespan to achieve the synergies that arise from diversity and support equitable and inclusive organizational practices. In this role, he collaborates with The Warren Alpert Medical School of Brown University and with a broad variety of community groups. He serves as Lifespan’s affirmative action officer and ensures federal and state compliance with these laws. Prior to his focus on diversity, David served as an HR practitioner and recruiter, serving The Miriam Hospital for 10 years before moving into his current position in 2016. Earlier in his career, David served as a nationally certified paramedic, both for 911 systems and medical transport units.

David holds a bachelor of science degree from Rhode Island College with a focus on human resources management.

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Meet Your Faculty

Barbara Koll Barbara serves as a human resource partner focused on leadership and organizational development. With over 40 years of organizational and leadership development expertise within health care, academic and community environments, Barbara brings keen expertise to organizational change and process improvement. Since joining Lifespan in 2017, Barbara has supported the initiative to Build a Resilient Lifespan in parallel with measuring and improving employee engagement, focusing on reducing the risk of burnout and encouraging employee engagement at all levels. Barbara brings a strong career development background, working with top tier MBA and MPH students, as well as adults in transition.

Her accomplishments and experience have been honed through program design and delivery Dartmouth Institute for Health Policy and Clinical Practice (TDI).

Barbara holds a bachelor of arts degree in biomedical science from the University of Minnesota, St. Cloud, and a master’s degree in organizational leadership from Quinnipiac University.

Carol Wadsworth Carol serves as a human resource partner with a focus on talent management systems and programs, including performance management and leadership development. She is skilled in strategy and program implementation, honed by her talent development work at the Dana-Farber Cancer Institute and at John Hancock Financial Services. She has two decades of services and medical diagnostics industries. Carol developed a private coaching practice to assist leaders in the challenges and nuances of entrepreneurial business ownership. She is a skilled facilitator and has taught leaders at all levels in a wide variety of programs and courses.

Carol holds a bachelor of science degree from Skidmore College and a master of science degree in training and development from Lesley University. She is a graduate of the College of Executive Coaching and a member of the International Coaching Federation (ICF).

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Meet Your Faculty

Jim Veronesi, MSN Jim Veronesi is a special director and talent development faculty member with the Advisory Board, a global consultancy firm focused on best practices in health care. He has delivered over 850 workshops and research presentations at leading hospitals, health systems, and professional organizations in the United States, Europe, and Australia. In addition to teaching, he provides guidance to executive teams on curriculum planning, accountability for learning application, and leadership culture. He specializes in executive, physician, and nursing audiences to build leadership capacity and advance organizational objectives.

Jim has extensive clinical, research, management, and teaching experience. His areas of expertise include leadership, staffing and workload management, recruitment and retention, finance, and informatics. Jim has published his work in numerous journals and has contributed to several books, including Topics in Emergency Medicine, and Nursing Administration Quarterly, and most recently served for several years as the management and leadership columnist for Home Health Management and Practice.

Prior to joining the Advisory Board in 2006, Jim held management and senior level nursing leadership positions, including chief nursing officer, at academic tertiary care centers and community hospitals, including Allegheny General Hospital in Pittsburgh, Somerset Hospital Center for Health in Somerset, PA, and the Penn State Hershey Medical Center in Hershey. He also served as a faculty member in the Duquesne University Rangos School of Health Sciences, teaching undergraduate and graduate level students.

Jim holds a bachelor of science in nursing degree from the Jameson Memorial Hospital School of Nursing, and a master of science in nursing and nursing administration from Duquesne University, in Pittsburgh. Jim is board certified by the American Nurses Credentialing Center as an advanced nurse executive and has been designated a certified healthcare executive by the American College of Healthcare Executives.

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Venue Details and Participant Guidelines

VEN UE: The Rhode Island Shriners Imperial Room 1 Rhodes Place, Cranston, RI 02905

PA R K IN G :

There is ample free parking at the venue.

PART IC IPA N T G UI DE L I NE S: Lifespan is relying on its leaders to transform the way we do business. This program is designed to equip our leaders for this transformation.

The offsite sessions are designed to remove you from your daily demands, and to create a fully immersive learning environment. This investment will help you build relationships and trust, allow you to take appropriate risks, and provide you the opportunity to shape a culture of accountability, engagement and well-being at Lifespan.

Learning teams are designed to encourage reliance upon fellow leaders to solve complex business issues. The learning teams will complete assignments, including a prioritized organizational project that delivers real solutions in targeted areas critical to the future of Lifespan. Teams will learn how to provide feedback to one another, to challenge and support one another, to take appropriate risks, and to build the sort of trust that assumes the best, demonstrates the best, and expects the best.

How to be fully immersed: • • • • • •

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Detach from cell phones during all working sessions Pay attention to your thoughts, insights, and reactions Complete all assignments, including homework, journal, learning team, assessments, and coaching work Ask questions of one another and of the faculty, solicit feedback and input Prioritize learning and implementing new leadership practices Commit to be fully present for all aspects of LEAP

Venue Details and Participant Guidelines

C O HO R T DE SC R I P T I O N At each leadership level, participants are assigned to a cohort of approximately 40 interdisciplinary leaders.

This journey starts with Leaders of Leaders, organized into three learning cohorts. These inaugural cohorts will be followed by cohorts of Leaders. Each set of cohorts will learn over a 12-month period, honing a set of competencies and skills that bring consistency and reliability to our leadership practice. The final session is a project symposium, where leaders will profile their work, celebrate their success, and take on the development of other leaders.

LEA R N IN G TE AM DE SC R I P T IO N Within each cohort, learners are further organized into learning teams of four to six members. These learning teams will work closely together on assignments and projects, and will be expected to support one another across the entire learning process.

Teams will work on projects between the offsite sessions, and will be expected to be active participants in the learning process.

Learning teams provide an opportunity to practice skills, experiment with new behaviors, build and experience psychological safety, and challenge each other. Leaders will learn how to transfer these vital capacities to their own teams, which will help Lifespan perform at its very best.

THE IN D I VI DUA L DE V E LO P M E NT PL A N What is it?

Individual development planning (IDP) is based on assessment of leadership competencies and behaviors associated with leadership success. It includes a professional aim, a summary of assessments, a recognition of strengths, and a plan to address gaps. The plan includes development goals which are defined in an action plan.

The IDP is a dynamic process that benefits from leader and learner input, and provides a vital component to organizational succession planning and management. The document provides a map to support development needs and goals, while aiding and guiding the investment of coaching as progress continues.

As action plans are completed, the IDP is refreshed, making it a living, breathing document that lies at the core of each leader’s growth. It enables the organization to remain agile and resilient while growing leaders and building bench strength for our future.

How should I use it?

The LEAP program includes several assessments that will inform the IDP with competency and behavioral strengths and gaps. Discussion with the learner’s leader will help crystallize professional aims while providing insight into the needs of the organization. IDP goals and action steps will be created and discussed in coaching sessions with the leader, and will be recognized in regular one-to-one conversations to keep these goals alive and top-of-mind.

Leaders will learn how to create and support IDPs with their own managers, who will learn how to use this tool with members of their staff. This closely linked organizational process enables us to recognize talent across the organization so that we are positioned to develop and utilize talent exactly where Lifespan needs it most.

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LEAP Session One: Sample Agenda and Cohort Sponsor Schedule

Preparation

Participants • BI Case Study • BI Article • Kotter Article • LWS Completion • Competency Self-Assessment

Vice President • LWS Inventory on Participant • Competency Assessment on Participant • Schedule 1:1 with participant to discuss areas to focus their development

Leading Self (Day 1) 8 - 8:30 a.m.

Sponsor: Welcome & kick-off 8:30 - 11:45 a.m.

The Imperative “Why are we here, & Why does this matter” BI Case Study Leadership in a permanent crisis What Leaders really do 11:45 a.m. - 12:30 p.m.

Lunch 12:30 - 4:30 p.m.

Psychological Safety LWS Overview Understanding the Styles Understanding Self-Report Reviewing self-report Wrap Up Homework Digesting your self-report

Leading Others (Day 2) 8 - 8:30 a.m.

Sponsor: The Imperative for being a good leader of people 8:30 - 11:30 a.m.

Homework Debrief Review of Circumplex “In Other Words” Effective Leadership Work Style Preparing for Description by Others 11:30 a.m. - 12:15 p.m.

Lunch 12:15 - 4 p.m.

Review Description

by Other Report Group Debrief Action Planning & IDP Wrap Up 4 - 6 p.m.

Executive Cocktail Hour

Leading for Business Results (Day 3) 8 - 8:30 a.m.

Sponsor: Welcome & Focus on Leading for Results 8:30 - 11:30 a.m.

Action Planning Report Out Piece by Piece Leading for Results LEAP Project Overview

Post-Work • Developing IDP • Project Actions • Consider Mentorship • Letter to your Director Reports • Article Review

11:30 a.m. - 12:15 p.m.

Lunch 12:15 - 3:30 p.m.

Identifying projects Tools for effectiveness Building your project toolbox Project Charter & Action Planning Noted of Gratitude Prep for Session II Wrap Up

C O H O R T SP O NS O R SCH E DU L E Save the Dates - 2020 Cohort #

Cohort Sponsor

Session 1

Session 2

Session 3

Cohort 1

Arthur Sampson

March 18-20

June 15-17

September (TBD)

Cohort 2

Paul Adler

April 15-17

July 22-24

October (TBD)

Cohort 3

Jeff Gaines

May 20-22

August 17-19

November (TBD)

All cohort symposium: December TBD

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Comprehensive Competency Model

Comprehensive Competency Model

Partnering & Collaboration

Hardwiring Service Excellence

X X X

X X X

X X X

X X

X X

X X X

X X

X X X

X X

Budget & Fiscal Management

Strategic Communication

X X X

Decision Making

Strategic Goal Alignment

Leading Amidst Uncertainty

X X X

X

Data Driven Leadership

X X

X

Delegation

X X

X

Managing Diversity & Inclusion

X X X

Giving Feedback

X X X

Facilitate Effective Teamwork

Setting Goals & Expectations

X X X

Coaching

Communicating Vision

Interpersonal Skills

Conflict Resolution

Soliciting Feedback

Set Priorities

Emotional Intelligence

Effective Problem Solving

LEADING FOR RESULTS

LEADING OTHERS

Agility & Flexibility

Competency Cluster

DEMONSTRATED SKILL

LEADING SELF

Competency Component

Strategy & Planning

Strategic Thinking Business Acumen Planning

X X X

Organizational Alignment

Cultivating Mission & Vision Incorporating Quality & Safety Priorities Embedding Shared Values

X X

X

Effective Communication

Active Listening Setting Direction Communication Delivery

X

X

Team Development & Wellbeing

Developing Others Recognition Engagement

Influence & Impact

Managing Performance Change Management Empowerment

X X X X

X

X X X

X

X

X

X

X

X X X

X

X

X X X

X X X

X

X X X

X

X X

X X X

X X

X X X

X

X X

X X

X X

X

X X X

X

X X

X X X

X

X

X

X

X X

X X

X

X

X X X

X

X X X

X X X

X X

X X X

X X X

X X

X X X

X

X

X

X

X X X

X X X

X X X

X

X

X

X X

X

X

X

X X

X

X X

X

X

X X X

X

X

X

X X X

X X

X X

X X X

X X

X X

X

X X

X X

X X

X

X X X

X X X X

X

X X X

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Competency Definitions

Competency Cluster

Competency Component

Strategic Thinking

Strategy and Planning

Business Acumen

Planning

Cultivating Mission and Vision

Organizational Alignment

Incorporating Quality and Safety Priorities

Embedding Shared Values

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Definition

• • • • • • • •

Able to conceptualize, organize, staff and manage to achieve results Effective in incorporating new ideas Ability to recognize the potential benefits of change, and create an infrastructure that supports change Open to alternative ways of accomplishing goals Flexible and open to new ideas Develops insights and applies innovative solutions to problems Re-evaluates decisions when presented with new information Maintains effectiveness when experiencing major change

• • •

• • •

Considers external and internal environmental factors when providing advice and solutions to problems Considers impact of actions on other areas of the organization Demonstrates understanding of the organization in its entirety and works to achieve results across disciplines, departments and functions.

Demonstrates knowledge of the healthcare market and delivery systems we operate Effectively develops and uses resources (people, time, money, supplies, equipment, space) to improve organizational performance Uses sound business judgement when making decisions Understands and applies business and financial principles Anticipates resources needed to successfully implement a plan or project

• • • • • • • •

Develops and works contingency plans as needed Develops systematic approach to get resources needed to accomplish the plan Ensures performance measures are in place to monitor and assess attainment of goals and objectives Establishes and monitors timeframes and timelines Establishes a course of action for self and others to accomplish specific goals Identifies resources needed for successful completion of goals Integrates planning across functional, divisional and departmental boundaries Works toward identifying potential problems and solutions for addressing them

• • • • • • •

Exhibits behavior that is consistent with the vision, mission, and core values of the organization Clearly articulates a vision for unit work and inspires others to support it Develops action plans to align his/her work with the goals of the organization Builds a shared vision with others Influences others to translate vision into action Creates a positive picture of the future of the organization Inspires a shared vision of being the best

• • •

Inspires a shared culture by keeping employees informed and working together Clearly communicates company, area, and market objectives and inspires others to action Clearly communicates the importance and thought process behind the company priorities, thus inspiring others to work toward key objectives Systematically gathers, analyzes, and interprets information from a variety of sources Makes decisions that are based on available facts, existing constraints, and probable outcomes Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve

• •

• • •

• • • •

Instills important values and observable behaviors within the department Uses Compassion, Accountability, Respect and Excellence in working with employees and customers Inspires a sense of pride and shared ownership Recognizes the positive and valuable impact of desired and observable behaviors to our business

Competency Cluster

Competency Component • • • • • • • •

Actively seeks feedback from others Asks others for their ideas and opinions Actively inquires and questions to deepen and align understanding Demonstrates an ability to control and filter emotions in a constructive way Demonstrates an appreciation of the differences in how others feel about things Exhibits consideration of the feelings of others when taking action Deals with conflict by controlling own emotions by listening, being flexible, and sincere in responding Implements change as a result of having listened to employees

• • • • • • •

Acts to align own unit goals with the strategic goals and direction of the organization Ensures that people in the unit understand how their work contributes to the organization’s mission Keeps the unit functioning effectively under critical deadlines, workloads and other pressures Acts decisively in frequently changing and uncertain environments Exercises good judgment by making sound and informed decisions Seeks input from key people who should be involved in, or will be affected by, decisions Evaluates short and long-term consequences when making decisions

• • • • • • • • •

Comes across as knowledge, credible and sincere Adapts leadership style to meet the needs of the individual or situation Delivers message in well-organized, clear, concise fashion, encouraging questions to deepen understanding Demonstrates an understanding of others’ point of view Listens to others and withholds judgment Inspires a sense of pride Projects a “can-do” attitude, especially during difficult and challenging times Can influence and persuade others to a course of action Stays calm and composed in difficult situations

• • • • • • •

Encourages teamwork and collaboration Creates teams that have diverse representation to ensure all viewpoints are considered Provides helpful, specific behavioral feedback and coaching Uses appropriate methods and a flexible interpersonal style to help others develop their capabilities Provides individual coaching for employees as needed Encourages team to share best practices, challenges, and concerns, to drive help innovation and improvement Promotes learning activities and personal improvement

• • • • • •

Shares credit and gives others opportunity Encourages staff through recognition of positive changes in behavior Finds opportunities to recognize others Makes people around them feel appreciated and valued Promotes and rewards collaboration Rewards employees for contributions toward meeting the needs of colleagues and customers

• • •

Builds consensus and shares relevant information Promotes open participation and communication within the team Recognizes and values ‘what matters’ to each team member to inspire engagement

• • • • • • •

Sets expectations for performance with direct reports Establishes methods to track progress and performance Provides specific and relevant feedback Seeks feedback to enhance performance Removes obstacles to performance Makes sure staff understand where they stand with their performance Influences others in a way that results in acceptance, agreement, or desired behavior change

Change Management

• • • • • •

Sponsors, promotes and adopts changes to set an example for others to follow Champions new initiatives for organizational changes to improve effectiveness Facilitates the implementation and adoption of organizational changes Plans and initiates effective departmental and organizational changes Addresses organizational and departmental resistance to changes Obtains input and feedback from stakeholders affected by changes

Empowerment

• • • • • • •

Gives people latitude to make decisions based on ability and skill Expresses confidence in others’ ability to be successful Delegates tasks, responsibilities, and accountability as appropriate to the level of employee Encourages individuals and groups to resolve problems on their own Encourages and empowers subordinates to use initiative in achieving goals and objectives Provides appropriate support and acts as a resource given the situation and capability of the employee Influences others on his/her team to reach goals, improve performance, and try new things

Active Listening

Effective Communication

Setting Direction

Communication Delivery

Developing Others

Team Development and Wellbeing

Recognition

Engagement

Managing Performance

Influence and Impact

Definition

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Stratified Approach to Leadership Development

The Projects

To supplement and nourish your development, each learning team will complete a project, which will demonstrate proficiency with your competencies and offer an opportunity for you to build solid professional relationships with other leaders.

These projects will solve real organizational issues, guided by a series of criteria to ensure they offer real value to Lifespan. The learning team will design, develop and implement the project over the span of the program. We will be discussing criteria during the first session of LEAP.

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Description of Demonstrated Skills

Leading Self

Leading Others

Leading for Results

Effective Problem Solving

Asks questions to understand issues, involves people, generates and evaluates alternatives

Emotional Intelligence

Self-aware, shows consideration of others’ feelings, demonstrates an ability to control emotions

Set Priorities

Organizes work to resolve short term issues while driving longer term goals, uses time efficiently

Soliciting Feedback

Seeks and acts on feedback from a variety of people, is open to criticism, admits mistakes

Conflict Resolution

Sees conflict as an opportunity, steps up, asks questions and listens, facilitates a way through

Interpersonal Skills

Relates well to others, demonstrates an appreciation for diversity, considers the impact on others

Agility and Flexibility

Responds positively to a change in direction, develops buy-in to new ideas and ways of accomplishing the work

Communicating Vision

Articulates messages in a clear, compelling, and concise manner; motivates others to support the vision

Goals and Expectations

Defines the work and the standards, communicates clearly, measures performance

Coaching

Builds relationship to promote transparency, counsels and guides others to improved performance

Facilitating

Creates shared mindset, defines success in terms of the team, fosters collaboration, builds on diversity

Giving Feedback

Recognizes productive and/or problematic behaviors, provides clear and timely information to others

Diversity and Inclusion

Understands and demonstrates the value of a diverse team, promotes diversity of thought, seeks to include all

Delegation

Assigns work projects in a way that develops others and accomplishes individual and unit goals

Data Driven Leadership

Uses facts and information to make decisions, seeks further information, refrains from jumping to conclusions

Leading Amidst Uncertainty

Deals comfortably with ambiguity, makes progress and remains composed when the outcome is not clear

Strategic Goal Alignment

Connects work of the team to larger organizational purpose and goals, makes sure staff know ‘why’

Strategic Communication

Ties messaging to the overall goals of the organization, uses business context to explain direction

Partnering and Collaboration

Promotes open communication, builds networks, shares information, promotes teamwork

Hardwiring Service Excellence

Builds infrastructure to drive and support superior customer service, makes decisions with customer in mind

Decision Making

Makes well-informed and timely decisions that keep the organization moving forward and empower staff

Budget and Fiscal Management

Relates the budget and resources to the strategic plan, actively monitors expenses and implications

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Lifespan Human Resources 167 Point Street, Providence, RI 02903