Earlier this month, we explored TLD Group’s vision of creating a more interconnected and equitable health ecosystem by developing leaders who are collaborative change agents. In our next series of blogs, “Making The Case,” we will explore some specific steps we’re taking to achieve this goal.
At TLD Group, we work with leaders to optimize their business performance through our leadership and talent strategies. In most cases, our work is done in the context of a single organization within a single sector of the health ecosystem. However, we know that to make real, transformative changes, our work with leaders must also focus on building the visionary mindset and collaborative skillset required for cross sector collaborations and partnerships.
By cultivating these skills, we can confidently create the ripple effect that is required to drive value and transform health for all. While our solutions are focused on developing individual leaders and organizations, we know that when our clients learn how to collaborate with diverse stakeholder, each becomes better prepared to navigate siloed sectors and make an industry-wide impact.
One way that we “keep our eyes on the forest,” is by working to enhance interconnectedness through our coaching and consulting leadership practices within, among, and across various businesses that impact health and wellness. One example is our Health Ecosystem Leadership Institute.
The Health Ecosystem Leadership Institute
The Institute aimed to foster cross-sector collaboration by giving participants opportunities to interact and build relationships, and by giving them the leadership skills to practice that interaction outside of the program. Specific sessions included:
- Leading for Collaborative Solutions
- The Collaboration Conundrum
- Grasping the Opportunity for Meaningful Change
Modules were followed by live, interactive peer-learning sessions and 1:1 coaching, giving participants the opportunity to work through their own cross sector business challenges. Each of the participants worked on a specific challenge that required collaboration with diverse stakeholders and received peer coaching from their Institute colleagues throughout the program. Projects included “Improving Health Outcomes for Seniors in Low Income Housing,” “Collaborating Toward the Quadruple Aim: The Challenge of Access to Key Decision Makers,” and “Bringing Inclusivity & Diversity into Research.”
The Results
In the final week of the program, participants presented a summary of their challenge and specific actions they committed to take to drive value and transformation within their organization and across the health ecosystem. These presentations allowed participants to practice new skills they had learned, including the ability to view challenges differently, specifically from the lens of potential collaborators, which enhanced their ability to drive complex initiatives.
In their post-program assessments, all participants agreed that as a result of their participation in the Health Ecosystem Leadership Institute, they felt more prepared to lead complex collaborative projects. Additionally, participants agreed that their commitment to improving population health improved as a result of their involvement in the Health Ecosystem Leadership Institute.
“The Health Ecosystem Leadership Institute was one of the best leadership courses I have attended,” said Leslie Costalin, Health System Access Manager at Otsuka America Pharmaceutical, Inc. “The program gave me the tools to welcome cross-sectoral approaches in creating opportunities to address the challenges of our healthcare system. In addition, I gained new behaviors and a different mindset to working more collaboratively.”
Participants also noted that they left the program with a cross-sector network of senior leaders in the health industry who they will continue to collaborate with to solve challenges in the future.
“I learned invaluable skills that I can use to navigate the challenge of cross-collaboration between siloed ecosystems, and I made professional connections that will last long after the program ends,” said Amanda McNicholas, Chief Advanced Practice Provider Officer at Tower Health.
Recommendations for Building Your HELM Capabilities
Envision the Future: Develop a clear vision, direction, and perspective on what is required for success that recognizes the views and potential roles of multiple stakeholders in the health ecosystem.
Align Stakeholders: Engage with the potential stakeholders, incorporating their interests, ideas, and capabilities, and use these interactions to develop the trust and respect needed to overcome the inevitable barriers that will arise as collaborative efforts move forward.
Manage Tensions and Obstacles: Initiate difficult conversations. When conflicts inevitably arise, remain focused on the opportunity of the collaboration by minimizing self-interest, recognizing complementary areas of expertise, and working together to develop solutions that further the identified purpose.
Act and Learn: Act under uncertainty that is inherent when exploring innovative ideas, while actively seeking feedback along the way and adapting plans as needed.
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