Department of Anesthesiology Leadership
Education and Development (LEAD) Program
What exemplifies a leader, and leadership? A leader exhibits honesty, integrity, knowledge, trustworthiness and ethics. Leaders demonstrate good communication and listening skills, and they are responsive, and empathetic. Leaders are learners from their success, failure, assignments, books, classes, people, and life itself. They are passionate about their beliefs and interests, confident, and they inspire others. Leadership directs others to achieve desired goals, and objectives. Leadership shapes the future, is collaborative, and engages others. It also develops the next generation of talent for future success.
LEAD Program Description: The Department of Anesthesiology Leadership Education and Development (LEAD) Program will occur over an 18 month to 2 year period, and offers senior level residents, and anesthesiology faculty exposure to a selection of topics and skills that will contribute to their professional development as leaders. Health care delivery and the roles of physicians are evolving, and there is a critical need for physicians to function effectively in complex organizations as advisors and leaders. The LEAD program is organized around a set of key topics to include: interpersonal skills, leadership, innovation, quality/safety, information technology, operations, finance, and management. These topics will be presented in forums with supporting material that will link underlying concepts to practical skills.
LEAD Development Program Objectives
- The Program will develop and enhance the leadership capabilities of anesthesiology faculty through training and exercises in leadership competencies to include conflict resolution, team-building, management and leadership, negotiation skills, and operational and financial analysis. It will prepare participants to effectively work within and lead teams of healthcare providers, and organizations. The program is expected to enhance physician engagement, career satisfaction, and elevate our work environment within the department, and on our campus.
- The Program will develop and expand the knowledge and skills of anesthesiology residents-in-training in the areas of relationship management, emotional intelligence, situational leadership, and healthcare-related regulatory and business expertise. The program is expected to support the development of the next generation of leaders.
- Advance selected faculty to expand their capacity to serve in healthcare leadership roles through training and experiences in quantitative skillsets, and interpersonal skills, and facilitate their efforts to identify leadership opportunities, and serve in a leadership capacity.
- Anesthesiology Faculty with an emphasis on new faculty, faculty serving in liaison roles, faculty serving in administrative and leadership roles, and faculty who would like to enhance leadership skillsets.
- Senior level Anesthesiology Residents in Training
Program Director- Dr. Kirk Benson
Sponsors/Champions of the Program
- Anesthesiology Department Faculty- Dr. Khan, Dr. Benson
- Anesthesiology Residents-in-Training- Dr. Benson, Dr. Hendren, Chief residents
LEAD Program Organization: The course is organized into key topics. Each key topic will include the following learning tools.
- A brief description of each topic, and the learning objectives related to the topic.
- A set of required and optional readings and videos on each key topic. These will be available online under the topic heading on the LEAD website well in advance of the topic presentation.
- A scheduled presentation on the key topic by an expert/knowledgeable professional.
- A brief written assessment to be completed by participants following the topic presentation to assess their understanding of the topic.
Program Participant Expectations
Participants in the program are expected to be active learners, and will demonstrate engagement and embody a positive approach to their learning. The following are expected of participants:
- Active participation in lesson discussions allows each participant to test out their own assumptions about the topic, as well as expand the perspectives of others in the class. Participants will engage with other participants, instructors, and guest lecturers by discussing relevant themes and subjects, reflecting openly with the class, and submitting feedback after each presentation.
- Participants are expected to complete presentation topic evaluations as well as program evaluations that will occur at intervals during the course of the program. This will provide critical feedback on the value and utility of the topic presentations, and the overall program so that the program may continue to grow, and provide meaningful content for participants.
Additional Program Resources- It is recognized that not all participants will be able to attend scheduled presentations. In addition, faculty members who do not participate in the program would benefit by having access to online and published resources pertaining to specific topics within the LEAD Program. As noted under Program Organization, written and video links pertaining to specific topics will be listed under each respective topic.
Optional- Recognition of LEAD Program Completion- Participants have the option to pursue and receive a "Leadership Education and Development Certificate of Completion". In addition to meeting the participant expectations previously noted, it entails meeting and/or completing the supplementary tasks noted below.
- Attendance to all topic presentations (60% in person). If a participant pursuing the LEAD Certificate of Completion needs to miss a topic presentation they will be expected to read the required readings associated with the topic, view the recorded presentation, and complete the post written assessment for that topic.
- Faculty Participants pursuing the LEAD Certificate of Completion are expected to develop and complete an individual leadership project. Projects will be approved by the Program Director, the Chair of the Department, or an individual's mentor. Examples of projects include:
- Work on a project for the City, State, or National Anesthesiology or Medical Societies, and summarize level of participation and accomplishments.
- Work with a team to implement a new clinical or educational program.
- Work to advocate for reimbursement, legislative, or policy change.
- Serve on a University or Hospital planning or advisory committee, and summarize level of participation, challenges, and accomplishments.
- Serve as an officer for the City, State, or National Anesthesiology or Medical Societies, and summarize challenges and accomplishments.
- It is critical that leaders have affective, emotional skills that facilitate working with other people. They must have the ability to be self-conscious, understand others, facilitate communication, and collaborate in order to work effectively in a high stress environment, and achieve professional and personal fulfillment.
- The basic fundamentals of Emotional Intelligence: Understanding Self, Managing Self, Understanding Others and Managing Others;
- Increased awareness of your strengths, traits, beliefs, values and their impact on leadership;
- Techniques for improving your ability to work through conflict and manage relationships;
- Renewed confidence in your ability to lead and inspire others.
- Topic Resources:
Improving Emotional Intelligence (EQ)-Key Skills for Managing Your Emotions and Improving Your Relationships https://www.helpguide.org/articles/mental-health/emotional-intelligence-eq.htm
Emotional Intelligence- EQ by Travis Bradberry https://www.forbes.com/sites/travisbradberry/2014/01/09/emotional-intelligence/#3f01a4301ac0
- Conflict is a normal, and even healthy, part of working relationships. Since relationship conflicts are inevitable in the healthcare environment, learning to deal with them in a healthy way is crucial for the individuals involved, team members, and patients. Leaders need to understand methods and strategies to manage and resolve conflict in a positive way.
- Topic Resources:
Conflict Resolution Skills-Building the Skills That Can Turn Conflicts into Opportunities https://www.helpguide.org/articles/relationships-communication/conflict-resolution-skills.htm
Team-building and Effective Relationships in a Healthcare Team
- Medical schools train physicians to be autonomous and work independently, and do not usually set aside time to review the critical importance of other allied health professionals such as nurses, technicians, administrative staff, nurse practitioners and more. Physician leaders need to be aware of potential physician biases, and know how to work effectively with all healthcare team members. They must be able to trust the care decisions these providers make, and be ready to support them in developing their skill sets so they can deliver the highest quality care to patients. This requires an understanding of successful team-building strategies.
- Topic Resources:
Core Principles & Values of Effective Team-Based Health Care- Mitchell, et al. https://nam.edu/wp-content/uploads/2015/06/VSRT-Team-Based-Care-Principles-Values.pdf
Being an Effective Team Player- World Health Organization http://www.who.int/patientsafety/education/curriculum/who_mc_topic-4.pdf
- Anesthesiologists are often required to manage a team, or select an individual or individuals to serve in this role. Anesthesiologists should possess the key traits and skills of a successful manager, and approaches to successfully employ those skills. They should understand the difference between management skills, and leadership skills.
- Physician leaders must be knowledgeable on approaches to identify critical issues to examine, how to gather data and information, how to analyze data and information, and how to incorporate data and information in decision-making.
Effective Communication, and Professionalism
- Communicating effectively in the workplace is what sets leaders apart. As leaders, our goal is to foster understanding, and our primary tool to achieve understanding is effective communication. Effective communication allows participants to properly exchange ideas. Communication strategies can be verbal, nonverbal, or visual, and leaders must be adept in employing these strategies.
- Define the characteristics of profession-specific values and explore how different profession-based values can contribute to workplace tensions
- Define the concepts of role overload, role conflict and role ambiguity as potential sources of workplace tensions
- Identify the five steps of conflict escalation
- Explore the four types of social support and discuss how to both seek and provide social support as strategies for preventing burnout and emotional contagion
- Topic Resources:
Pre-Session 4-minute Video (from Cleveland Clinic):
"IF WE COULD SEE INSIDE OTHERS' HEARTS": LIFE, in 4 min https://www.youtube.com/watch?v=Wl2_knlv_xw
Health Care Policies and Regulations
- It is critical that physician leaders have an understanding of healthcare policies and regulations that define standards for safety, quality (MACRA and MIPS), satisfaction, access, service and reimbursement/affordability. This knowledge is integral for a leader to ensure an organization's ability to deliver high value care, and meet the regulations and expectations of governmental and commercial payors, and patients.
Contracting and Negotiation
- Anesthesiologists should be knowledgeable of the key terms of Physician Employment contracts. Physicians in leadership roles should understand the fundamentals and strategies of contracting with hospitals for professional services, and basic principles concerning managed care contracting.
Billing for Anesthesiology Services, and Hospital Billing, and Compliance
- This lecture/presentation will review the components of anesthesia billing. Physician serving in a leadership capacity should know the fundamentals of hospital billing and key differences relative to professional fee billing, and also billing compliance fundamentals.
Risk Management and Malpractice Insurance
- Physicians must recognize the purpose of risk management in healthcare settings, the process surrounding risk management (identifying, analyzing, evaluating, treating, and monitoring risks), and recognize how physicians participate and interact with risk management responsibilities. They should also understand the role of malpractice insurance, and what it covers.
- Physician leaders should be well-informed of the legislative process, and activities and strategies they may undertake to advocate on behalf of their profession, and patients.
- Physician Leaders must be able to comprehend basic healthcare accounting and financial matters to include understanding and creating budgets, profit-and-loss statements, data trend reports, and how to create a business plan and the impact it may have on the organization.
- Physician Leaders must have the ability of assessing things from a broader perspective, conceptualizing, predicting the future, and developing organizational priorities, and long-term plans.
Operating Room Management
- Physician leaders must understand the complexity, and governing principles of OR management to: ensure patient safety; provide appropriate access; maximize efficiency.
- Review strategies to increase OR efficiency on the day of surgery by reducing over-utilized OR time.
- Examine how to increase OR productivity by reducing staffing, even if have under-utilized OR time each day.
- Topic Resources:
- Dexter F, Dutton RP, Kordylewski H, Epstein RH. Anesthesia workload nationally during regular workdays and weekends. Anesthesia & Analgesia 121: 1600-1603, 2015, https://www.ncbi.nlm.nih.gov/pubmed/25923436
- McIntosh C, Dexter F, Epstein RH. The impact of service-specific staffing, case scheduling, turnovers, and first-case starts on anesthesia group and operating room productivity: tutorial using data from an Australian hospital. Anesthesia & Analgesia 103: 1499-1516, 2006, https://www.ncbi.nlm.nih.gov/pubmed/17122231
- Dexter F, Traub RD. How to schedule elective surgical cases into specific operating rooms to maximize the efficiency of use of operating room time. Anesthesia & Analgesia 94: 933-942, 2002, https://www.ncbi.nlm.nih.gov/pubmed/11916800
Program Topic Presentations- The forums for the topic presentations will offer interactive opportunities. For senior level residents most of the topic presentations will occur on campus, and in a 1 to 1 ½ hour timeframe depending on the topic. For participating faculty, some topics will be presented in a 45-60 minutes lecture type of format while other topics will be more conducive to a 2-3 hour group interactive discussion. The topics that require a greater amount of time, and are more interactive with small group breakouts will be presented in an off-campus setting to limit on-campus interruptions.
Topic and Program Assessment- Participants will be asked to complete an assessment survey after each lecture/presentation to gauge the performance of the presenter, and the utility of the material presented. At various intervals during the year, and at the end of the program series participants will be asked to complete a survey assessing the value and quality of the program. The survey will include asking participants to note specific examples of how the program series added value, knowledge, and or success to a project and/or events that they participated in, and did they serve in a leadership role or capacity. Sponsors/champions of the program will also review annually if or how the program enhanced or created leadership opportunities for participants.
Individual Leadership and Personality Assessment Tool- a Leadership and Personality Assessment tool is valuable to provide insight to an individual to gain understanding of their competencies, and leadership style. It is also useful to an organization to help identify individuals that possess leadership attributes. A leadership and personality assessment tool will be included as an integral part of the leadership and professional development program. An expert/certified coach from the KU Edwards Campus will provide a review in a group setting of what the assessment tool results mean, and how participants might utilize them to be more effective in personal and professional relationships and settings.
November/Early December 2017- participants complete DiSC Personality Assessment tool online.
Wednesday, December 13, 2017- Review of Personality Assessment tool - Dr. Lee Stuart, a certified coach of the Disc Profile tool will review Personality Assessment tool results and how participants might utilize them to be more effective in personal and professional relationships and settings. If you were unable to attend this presentation, you can listen/view it by clicking here.
Senior Level Residents- 12/13/17, 4:00pm, Transplant Education Room
Faculty- 12/13/17, 5:00pm, Transplant Patient Education Room
Wednesday, January 10, 2018 - Emotional Intelligence - presented by Diane Bickford, President TriVantage Development. Ms. Bickford is a professional speaker, trainer and coach, and is certified in Emotional Intelligence for Leaders from Case Western Reserve University, and Career Coaching through Duquesne University. If you were unable to attend this presentation, you can listen/view it by clicking here.
Senior Resident Presentation- 4pm, Delp Classroom (Delp 1011)
Faculty Presentation- 6pm, Indian Hills Country Club (6847 Tomahawk Rd, Mission Hills, KS)
Wednesday, January 17, 2018 - Legislative Issues/Advocacy- presented by Dr. Greg Unruh, Associate Professor, Department of Anesthesiology, University of Kansas Medical Center. Dr. Unruh has served on the American Society of Anesthesiologists Board of Directors, held the offices of Assistant Secretary and Secretary. He is a past-president of the Kansas Society of Anesthesiologists and Kansas City Society of Anesthesiologists.
Senior Resident Presentation- 4 PM, Resident Library
Faculty Presentation- date, time and location TBD
Monday, February 5, and Tuesday, February 6, 2018, - Operating Room Management- presented by Dr. Franklin Dexter, Professor, University of Iowa Carver College of Medicine, Department of Anesthesia. Dr. Dexter has published several articles, made numerous presentations, and serves as a consultant in the area of Operating Room Management. If you were unable to attend this presentation, you can listen/view it by clicking here.
Senior level Residents- Monday, February 5, 4pm, Delp 1101 - "Decision-making on the Day of Surgery."
All department presentation- Grand Rounds- Tuesday, February 6, 6:30am, Wahl Hall West - "Economics of Reducing Turnover Times".
Friday, February 16, 2018- Risk Management- presented by the UKP Director of Claims and Risk Management, Abdul Hamamsy, JD, MPH, MBBCh. Dr. Hamamsy has an extensive background in health care risk management, and comes to our campus from the Stanford University Medical Center, where he served as Executive Director of Claims and Litigation and most recently as the Interim Senior Vice President of Claims and Litigation. If you were unable to attend this presentation, you can listen/view by clicking here.
Senior level Residents- date, time and location TBD
Faculty- 6:15 AM, Boley Conference Room
Wednesday, March 7 & 27, 2018- Applied Organizational Communication: Research-based Strategies for Successfully Navigating Workplace Tensions & Role-based Conflict in a Complex Healthcare Organization- presented by Dr. Angie Pastorek. Dr. Pastorek teaches graduate courses at the University of Kansas Edwards Campus in organizational communication, covering topics such as change management, decision making, conflict management, professional writing and speaking skills, organizational culture, team development, and engaging workplace diversity. Prior to joining the KU faculty, Angie worked for more than 10 years developing and delivering training programs and communication resources for global companies including Siemens Healthcare and Deloitte.
Senior level Residents- March 7, 2018, 4pm, Delp 1101
Faculty- March 27, 2018, 6pm, KU Edwards Campus: BEST Rm 335
Wednesday, June 13, 2018- Conflict Resolution- presented by Dr. Gail Berger, Assistant Professor of Instruction in Industrial Engineering and Management Sciences, Northwestern University. After receiving her doctorate in Management and Organizations from the Kellogg Graduate School of Management, she consulted to Fortune 500 companies in the areas of executive assessments, leadership development, and teambuilding. She serves on the faculty for the ASA Physician Leadership Program, and her area of expertise is Conflict Resolution.
Senior level Residents time and location TBD
Faculty- time and location TBD
Dates and Topics are subject to change as the program progresses. Changes will be shared with participants via email. Any questions concerning the syllabus can be directed to the Program Director.
Mar 07, 2018