Individual Leadership Development Plan

Hint: A competency in need of development may require more than one activity.

Competency NeedDevelopment ActivityTimelinePerformance MeasurementOrganization/Industry Need Alignment

1

2

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star_competency_assessment_table.doc

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STAR Format Competency Rating

NCHL Competency for MHA-FP5012and Current ILDP RatingSituationTaskActionResultOutcome Rating:1 (worst) – 5 (best)
Accountability: ConfrontPerformance Problems.ILDP =
Achievement Orientation:Set and work to meet challenging goals.ILDP =
Change Leadership:Challenge status quo.ILDP =
Collaboration:Encourage others.ILDP =
Financial Skills.ILDP =
Impact and Influence:Use indirect influence.ILDP =
Information Seeking:Conduct research to maintain knowledge.ILDP =
Initiative:Take action on longer-term opportunities.ILDP =
Innovative Thinking:Apply “tried and true” concepts or trends.ILDP =
Interpersonal Understanding:Commit to understand others.ILDP =
Organizational Awareness:Adapt actions to climate and culture.ILDP =
Performance Measurement:Monitor a “scorecard” of quantitative and qualitative measures.ILDP =
Process Management & Organizational Design:Benchmarks best processes and practices.ILDP =
Project Management:Provide project oversight and sponsorship.ILDP =
Self-Confidence:Take on challenges.ILDP =
Self-Development:Pursue long-term personal development.ILDP =
Strategic Orientation:Conduct environmental scanning.ILDP =
Team Leadership:Demonstrate leadership.ILDP =
Communication Skills:Communicate in a clear, logical, and grammatical manner.ILDP =

1

personal_leadership_gap_analysis_template.doc

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 MHA-FP5012

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 Remove or Replace: Header Is Not Doc Title

Personal Leadership Gap Analysis Template

Industry NeedsOrganizational NeedsPersonal STAR AssessmentVariances or Gaps
1.
2.
3.
4.
5.

You may continue with your narrative in the same document.

Industry Needs Versus Organizational Needs

Career Advancement Opportunities

1

2

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Lifelong Leadership Inventory Overview.doc

Individual Leadership Development Plan

A Guide to Using Your Lifelong Leadership Inventory

DRAFT

© Copyright 2005-10 National Center for Healthcare Leadership. All rights reserved.

image1.png
Selected Competency Area for FocusWhat did the feedback help you to see/understand about this area?How can improvement in this area enhance success in your current and future work?How will improvement in this area help you and your team (and eventually the teams and organizations you work for) better achieve key priorities?
SampleAccountability· I don’t give people enough feedbackI need to improve clarity regarding expectations for others, including the overall direction as well as their individual performance expectations· Will enable me to delegate with more confidence and do less checking up on people· Will allow me to coach and support vs. direct other’s actions· Enables me to operate more as a leader and developer of others vs. too much of a doer· People will be more accountable for their own work and feel they are successful· We will enhance the level of commitment, expand capabilities, shorten the time to results and lessen the likelihood of recycle that can result from misdirected efforts· I understand that in the end holding myself accountable and others accountable will improve the work climate for everyone

Creating Your Development Plan

It takes commitment if you are to reach your development goal. For some of us, personal development is energizing and even effortless. For many others of us, development is not a task we take on easily. We value development but other things get in the way of our making the necessary and real commitment to change—work, family, time, etc. We hope that your survey feedback and this guide have helped you find the commitment to act on your goals and that you will take this opportunity to create a development plan that works for you.

Three principles to keep in mind as you set out to plan and achieve your goal(s):

1. Address your goals in a way that suits you best

Thousands of books have been written on goal setting, personal improvement, how to change your life, etc. Many organizations have their own development processes. None of them matter if they don’t work for you. Use a process that you find comfortable.

2. Your change plan must fit your life and work If your plan isn’t something that you can accommodate to your life, then it is likely that you will fail.

3. Your plan must tap into your preferred way of learning

Use your normal way of learning when taking on significant life changes. Doing otherwise can be de-motivating and not hold your attention. For example, don’t sign up for a formal training course on coaching that will take you away from the job when you know you just need to begin to apply what you already know, simply make the time to do it, and have the opportunity to see how much your people appreciate it.

You are now ready to begin planning for your development. Remember: you are developing this competency, not for its sake alone, but to enhance your current effectiveness, your future career potential and to support the success of the organization.

Key Plan Components

Research has shown that plans that are most successful are those where action steps are carefully laid out. Action steps or activities must be realistic and accommodate to your lifestyle and work requirements. Your plan should include:

· The activities you will undertake to develop the competency to a level of proficiency that will help you achieve your goal. It makes sense to select and/or combine different kinds of developmental approaches to help you reach a given goal. Examples of the different kinds of activities you might select include:

· Targeting practical on-the-job behaviors that you want to do more of/less of or differently

· Involvement in specific project/task assignments in addition to your current role (e.g. cross functional team leadership, action-learning assignment)

· Self-directed activities (e.g. reading, computer-based education)

· Formal training/education (e.g. specific courses/workshops offered internally/externally)

· External involvement (e.g. community board work)

· On-going coaching/mentoring

· The date by which you want to complete each activity

· The obstacles that may get in your way of completing this activity

· The help or resources you will need to complete each activity

· A short description—the measure—of how you will know when you are making progress toward or have reached your goal (e.g., “My project will be on budget and on time” “My team will achieve their goals” etc.)

Complete the draft development plan. Create or identify as many activities as you feel are necessary and reasonable to realize proficiency in the competency you have selected for development. Where appropriate, consider using your strengths (your competency to leverage) to aid you in your development.

Take advantage of this opportunity for development. Use all your available resources. Take a risk. Try out new behaviors and new ways of approaching your work and life. But especially have fun! Development is a gift that each person should accept with gratitude and enthusiasm.

Target Development Area #1

Your Development Goal:
Related Competency(ies) to Develop:Current Strengths to Leverage:
Potential Obstacles:Sources of Help:
Activity 1: Completion Date:
Activity 2: Completion Date:
Activity 3: Completion Date:
How I will know I am making progress?
Individual Performance OutcomesTeam Performance OutcomesOrg. Performance Outcomes

Target Development Area #2

Your Development Goal:
Related Competency(ies) to Develop:Current Strengths to Leverage:
Potential Obstacles:Sources of Help:
Activity 1: Completion Date:
Activity 2: Completion Date:
Activity 3: Completion Date:
How I will know I am making progress?
Individual Performance OutcomesTeam Performance OutcomesOrg. Performance Outcomes

Target Development Area #3

Your Development Goal:
Related Competency(ies) to Develop:Current Strengths to Leverage:
Potential Obstacles:Sources of Help:
Activity 1: Completion Date:
Activity 2: Completion Date:
Activity 3: Completion Date:
How I will know I am making progress?
Individual Performance OutcomesTeam Performance OutcomesOrg. Performance Outcomes

IV. Tracking On-Going Development Progress

Your development plan is a journey. By definition, a journey is not necessarily a straight line. You will deviate from your path. From time to time you will want to take a new road. You will run into roadblocks. For these reasons you will want to return to your plan to adjust your course and mark your progress. Whenever necessary, take a few minutes to:

· Review your progress on your development activities

· Reflect on your performance as you’ve used the new competency at work or in situations outside of work

· Determine if you are closer to reaching your goal than when you started this process

Review and revise your development plan as necessary based on your accomplishments and reflections and the reality of your own situation.

Consider the possibility of repeating the 360-degree feedback progress at some point to gauge your progress and reality-test your own perceptions of it.

Individual Leadership Development Plan90-Day Action Plan Progress Report Worksheet
Your Name: _____________________________________________________ Date: _______________________
Your Development Goal #1: ______________________________________________________________________1. What is your progress to date on this goal?2. What obstacles have you encountered and what is your plan to address them?
Your Development Goal #2: ______________________________________________________________________1. What is your progress to date on this goal?2. What obstacles have you encountered and what is your plan to address them?
Your Development Goal #3: ______________________________________________________________________1. What is your progress to date on this goal?2. What obstacles have you encountered and what is your plan to address them?

NCHL Individual Leadership Development Plan 2

NCHL Individual Leadership Development Plan – LLI 11

Overview Assessmeent 2-5.docx

· Overview

Conduct a candid self-assessment of your health care leadership competencies and construct an 8–12-page comprehensive individual leadership development plan that can help you take your organization into the future.

Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.

By comparing areas of strength and weakness to the skill sets required to lead an organization, it is easier to determine the specific skill areas that need to be developed. Once you identify skills that need improvement, it is possible to develop an action plan to strengthen weaker areas and highlight strengths. A good action plan should contain specific strategies as well as a way to measure success.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:· Competency 2: Assess personal leadership competencies relative to the organizational need. (L2.4, L14.4, L22.4, L19.2, L7.2, L10.5)· Summarize relevant critical success leadership competencies required by health care organizations.· Compare personal leadership competencies to the critical success leadership competencies needed within the health care industry.· Construct an individual leadership development plan that contains specific action steps, a timeline, and performance indicators and measures.· Explain how an individual leadership development plan aligns with industry and organizational needs.· Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. (L6.1, L6.2, L6.3, and L6.4)· Write coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.ContextDifferent types of health care organizations have different visions, missions, values, and cultures. Leaders must assess the community and organization to determine what type of leadership best fits the organizational context. Effective leaders are those who are consistent, credible, authentic, flexible, and engage in continuous learning.You will have your own brand of personal and professional leadership. It is important to periodically assess the fit of your style relative to the current environment and changing needs of the organization. Leaders who add value align their efforts and lead teams towards organizational goals. Research-based tools such as those developed by the National Center for Healthcare Leadership (NCHL) are available to assist with the task of developing and aligning your skill sets with the changing needs of your organization.Questions to ConsiderTo deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.· What new leadership skill sets are needed within your organization due to changes in external industry trends?· Have you put together a career development plan to help you take advantage of your education and a changing industry? What are some of the advantages of having a career development plan?· How can you leverage things such as periodic 360-degree informal feedback, a mentor, committee participation in your local professional chapter, organizational task force or committee work, community or volunteer outreach activities, research, professional association presentations, and other items to highlight your skills and demonstrate the value you can add to an organization?ResourcesRequired ResourcesThe following resources are required to complete the assessment.

· STAR Competency Assessment Table. Attached

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have either been granted or deemed appropriate for educational use at the time of course publication.

· National Center for Healthcare Leadership (NCHL). (2010). Health leadership competency model summary . Retrieved from www.nchl.org/Documents/NavLink/Competency_Model-summary_uid31020101024281.pdf

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context.

· Personal Leadership Gap Analysis Template. Attached

· Individual Leadership Development Plan Template. Attached

· Individual Leadership Development Plan Attached

· Lifelong Leadership Inventory Overview. Attached

· APA Paper Template.

· APA Paper Tutorial.

Library Resources

The following e-books or articles from the University Library are linked directly in this course:

· Diana, M. L., Walker, D. M., Mora, A. M., & Zhang, Y. (2015). Vertical integration strategies in healthcare organizations. The Journal of Health Administration Education, 32(2), 223–244.

· Grandy, G., & Holton, J. (2013). Leadership development needs assessment in healthcare: A collaborative approach. Leadership & Organization Development Journal, 34(5), 427–445.

· Kronenburg, M. A. (2014). Evaluating important healthcare management competency areas and preparation for healthcare reforms. International Journal of Business & Public Administration, 11(2), 31–40.

· Sinar, E., Wellins, R. S., & Ray, R. (2014). Seeking answers on the lackluster state of leadership. Talent Development, 68(12), 36–41.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have either been granted or deemed appropriate for educational use at the time of course publication.

· Healthcare Financial Management Association (HFMA). (n.d.). Retrieved from http://www.hfma.org/

· Medical Group Management Association (MGMA). (n.d.). Retrieved from http://www.mgma.com/

· National Center for Healthcare Leadership (NCHL). (2010). Student orientation: Lifelong leadership inventory (LLI). Retrieved from http://nchl.org/Documents/Ctrl_Hyperlink/doccopy5760_uid3162012419032.pdf

· MoreThanSoundnet. (Producer). (2013). Daniel Goleman: The Leader’s Brain with Dr. Daniel Siegel |  Transcript. Retrieved from www.youtube.com/watch?v=5sjNdM1lMVU

· MoreThanSoundnet. (Producer). (2013). Today’s Leadership Imperative: Daniel Goleman and Howard Gardner |  Transcript. Retrieved from http://www.youtube.com/watch?v=ALtoECu1Z2k

· Iqsquared. (Producer). (2013). Daniel Goleman on Focus: The Secret to High Performance and Fulfilment |  Transcript. Retrieved from www.youtube.com/watch?v=HTfYv3IEOqM

· LeadersIn. (Producer). (2011). Daniel Goleman on the Leadership Lessons From Steve Jobs – Speaking to Leaders In Business |  Transcript. Retrieved from https://youtu.be/kFSbZwRjC0o

· MoreThanSoundnet. (Producer). (2013). Bill George and Daniel Goleman: Identifying Authenticity During An Interview | Transcript. Retrieved from http://www.youtube.com/watch?v=Bo-4L0DdXLY

· IHI: Institute for Healthcare Improvement. (Producer). (2013). IHI – What Qualities Do Health Care Leaders Need Today? |  Transcript. Retrieved from http://www.youtube.com/watch?v=NdpuB63TaW0

· ACHEhealthexecs. (Producer). (2013). ACHE 2013 Overview |  Transcript. Retrieved from http://www.youtube.com/watch?v=v9Gmtv3-wrE

Bookstore Resources

The resources listed below are relevant to the topics and assessments in this course and are not required

· Ledlow, G. R., & Coppola, M. N. (2014). Leadership for health professionals: Theories, skills, and applications (2nd ed.). Burlington, MA: Jones & Bartlett Learning.

· Rubino, L. G., Esparza, S. J., & Chassiakos, Y. S. R. (2014). New leadership for today’s health care professionals: Concepts and cases. Burlington, MA: Jones & Bartlett Learning.

· Assessment Instructions

Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.

This assessment has three distinct parts.

· Part 1: Critical Leadership Competencies for Health Care Organizations. In Part 1, based on the information from your resources, provide an overview of the leadership competencies required to lead health care organizations into the future.

· Part 2: Personal Leadership Gap Analysis. In Part 2, compare the competencies most needed by your organization (from your work in Assessment 1) to the skills you already possess (using the results from your STAR analysis).

· Part 3: Individual Leadership Development Plan (ILDP). In Part 3, use the information from your resources, your self-assessment, and your work in Assessment 1 to put together a cohesive individual leadership development plan (ILDP).

Preparation

Before you create and submit your assessment, complete the following:

2. Read Health Leadership Competency Model Summary, linked in the Resources under the Required Resources heading

2. Consider the needs of your health care organization as identified in the Assessment 1 Organizational Scorecard Template. Consider how you add value to the organization by contributing to the achievement of the internal benchmarks within your department and specific to your position of employment.

2. Conduct a candid self-assessment of your health care leadership competencies, using the Star Format Competency Table linked in the Resources under the Required Resources heading. Once you have a clear picture of your strengths and weaknesses, you will construct an individual leadership development plan to focus upon development of critical success competencies that can help you take your organization into the future. To complete the STAR Format Competency Table, follow these directions:

6. In the left-hand column, rate your overall performance of this competency in the “ILDP =” field, using a 1 (novice) to 9 (expert) scale.

6. In the middle columns, provide a specific behavioral example of how you have practiced each competency in a previous work, volunteer or other capacity. You will provide one sentence on the “Situation,” the “Task” you were charged to perform, the “Action” you took, and the “Result” (S–T–A– R).

6. In the far right-hand column, rate the outcome or result of the specific example by using a 1 (least desirable) to 5 (optimal outcome) scale.

2. Search for professional, scholarly journal articles on the leadership skills and competencies needed in health care organizations today and into the future. You will need a minimum of five resources to use as support for your assessment.

Directions

Read the requirements for each part carefully.

Part 1: Critical Leadership Competencies for Health Care Organizations

Based on the resources you located, identify the top five leadership competencies needed within health care administration in order to ensure the success of health care organizations today and in the future.

Explain why each competency is critical to organizational success.

Part 2: Personal Leadership Gap Analysis

Following completion of the STAR assessment, consider your strengths versus those areas which require additional development. Provide a gap analysis that compares industry needs (as identified in Part 1), the needs of your organization (from your organization’s strategic direction), and the results of your STAR assessment. You may wish to use the Personal Leadership Gap Analysis Template linked in the Resources (Suggested) under the Capella Resources heading.

In a brief narrative, explain any discrepancies between industry needs and organizational needs. Explain how your areas of strength can offer you additional opportunities for career advancement.

Part 3: Individual Leadership Development Plan (ILDP)

Using the information and resources from Assessment 1 and Parts 1 and 2 from this assessment, construct a cohesive individual leadership development plan in which you complete the following:

. Identify at least three specific areas of weakness you need to focus on in order to meet industry and organizational needs.

. Explain the action steps you need to take to increase your competency in those areas. Be sure your action steps are specific, include a timeline, and align with the overall goal of meeting industry and organizational needs.

. Create specific performance indicators and measures for each action step to clearly illustrate how you will know that you are making progress on your plan.

If it helps you organize your thoughts, you may use a table format for your ILDP, such as the Individual Leadership Development Plan Template provided in the Resources (Suggested) under the Capella Resources heading. Just be sure you provide enough detail in each section, relative to the expectations laid out in the scoring guide. You are not required to use a table format; if you prefer, you may simply write this section as a narrative.

Additional Requirements

. Structure: Include a title page, table of contents, and reference page.

. Length: 8–12 pages.

. References: Cite at least five current scholarly or professional resources.

. Format: Use APA style for references and citations.

. Font: Times New Roman font, 12 point, double-spaced for narrative portions only.

·

Overview

Conduct a candid self

assessment of your health care leadership competencies and

construct an 8

12

page comprehensive individual leadership development plan that can

help you take your organization into the future.

Note

: You are strongly encouraged to com

plete the assessments in this course in the order

in which they are presented.

By comparing areas of

strength and weakness to the skill sets required to lead an

organization, it is easier to determine the specific skill areas that need to be developed.

Once you identify skills that need improvement, it is possible to develop an action plan to

strengthen w

eaker areas and highlight strengths. A good action plan should contain

specific strategies as well as a way to measure success.

By successfully completing this assessment, you will demonstrate your proficiency in the

following course competencies and asses

sment criteria:

o

Competency 2

: Assess personal leadership competencies relative to the

organizational need. (L2.4, L14.4, L22.4, L19.2, L7.2, L10.5)

§

Summarize relevant critical success leadership competencies required by

health care organizations.

§

Compare

personal leadership competencies to the critical success

leadership competencies needed within the health care industry.

§

Construct an individual leadership development plan that contains specific

action steps, a timeline, and performance indicators and mea

sures.

§

Explain how an individual leadership development plan aligns with

industry and organizational needs.

o

Competency 5

: Communicate in a manner that is scholarly, professional, and

consistent with expectations for professionals in health care administrat

ion. (L6.1,

L6.2, L6.3, and L6.4)

§

Write coherently, concisely, logically, and with strong support from

relevant professional resources, in an appropriate format, with correct

grammar, usage, and mechanics as expected of a health care administration

profes

sional.

Context

Different types of health care o

rganizations have different visions, missions, values, and

cultures. Leaders must assess the community and organization to determine what type of

leadership best fits the organizational context. Effective leaders are those who are

consistent, credible, aut

hentic, flexible, and engage in continuous learning.

You will have your own brand of personal and professional leadership. It is important to

periodically assess the fit of your style relative to the current environment and changing

needs of the organization. Leaders who add value align their efforts and lea

d teams

 Overview

Conduct a candid self-assessment of your health care leadership competencies and

construct an 8–12-page comprehensive individual leadership development plan that can

help you take your organization into the future.

Note: You are strongly encouraged to complete the assessments in this course in the order

in which they are presented.

By comparing areas of strength and weakness to the skill sets required to lead an

organization, it is easier to determine the specific skill areas that need to be developed.

Once you identify skills that need improvement, it is possible to develop an action plan to

strengthen weaker areas and highlight strengths. A good action plan should contain

specific strategies as well as a way to measure success.

By successfully completing this assessment, you will demonstrate your proficiency in the

following course competencies and assessment criteria:

o Competency 2: Assess personal leadership competencies relative to the

organizational need. (L2.4, L14.4, L22.4, L19.2, L7.2, L10.5)

 Summarize relevant critical success leadership competencies required by

health care organizations.

 Compare personal leadership competencies to the critical success

leadership competencies needed within the health care industry.

 Construct an individual leadership development plan that contains specific

action steps, a timeline, and performance indicators and measures.

 Explain how an individual leadership development plan aligns with

industry and organizational needs.

o Competency 5: Communicate in a manner that is scholarly, professional, and

consistent with expectations for professionals in health care administration. (L6.1,

L6.2, L6.3, and L6.4)

 Write coherently, concisely, logically, and with strong support from

relevant professional resources, in an appropriate format, with correct

grammar, usage, and mechanics as expected of a health care administration

professional.

Context

Different types of health care organizations have different visions, missions, values, and

cultures. Leaders must assess the community and organization to determine what type of

leadership best fits the organizational context. Effective leaders are those who are

consistent, credible, authentic, flexible, and engage in continuous learning.

You will have your own brand of personal and professional leadership. It is important to

periodically assess the fit of your style relative to the current environment and changing

needs of the organization. Leaders who add value align their efforts and lead teams

Leadership Inventory Overview ppt.pdf

Lifelong Leadership Inventory OVERVIEW

Copyright 2010 2

What is the Lifelong Leadership Inventory (LLI)?

• The LLI was developed for  graduate students to use as a  self‐reflection tool to learn  from and spend time  reflecting on the  competencies needed for  success in health care  management.

• Competencies used in the LLI  come from NCHL’s Health  Leadership Competency  Model, which was developed  from extensive national  research.

Copyright 2010 3

Copyright 2010 4

COMPETENCY: Any characteristic of a person that differentiates  outstanding from typical performance in a given job, role,  organization or culture.

Behaviors

Attitudes

Values

Other Characteristics

Skill Knowledge

Baseline Necessary for top performance but not sufficient.

Distinguishing characteristics that lead to  longer‐term performance and success.

Source:  Based on model developed by the HayGroup.

Copyright 2010 5

Definition of Competencies

Any characteristic of an individual that creates  outstanding performance in a given job, role, 

organization, or culture.

Enable outstanding performance: • More often. • In more situations.

Copyright 2010 6

Lifelong Leadership Inventory The LLI will be used in two Capella courses:

Master’s Program

MHA5002 – Survey of Systems of Health: www.surveys.nchl.org/capellagraduate.

Doctoral Program

DHA8002 – Topics in Health Administration and Leadership: www.surveys.nchl.org/capelladoctorate.

For students in the master’s program,  the  LLI will be open the first day of 

each month and will close the last day of the month. Feedback reports will  be sent to students via e‐mail within 

three to five days of closing.

For students in the doctoral program,  the  LLI will be open the first day of 

each quarter and will close the last day of each quarter. Feedback reports will  be sent to students via e‐mail within 

three to five days of closing.http://www.surveys.nchl.org/capellagraduatehttp://www.surveys.nchl.org/capelladoctorate

Copyright 2010 7

Copyright 2010 8

Early career: Employed 0–5 years in an entry‐level  managerial position or management track.

Mid‐career: Employed at least 6 years and hold a title of at  least manager or director.

Late career: Hold the rank of CEO, COO, CMO, CFO, or CNO  and have at least 10 years of leadership  experience.

Career Levels – Choose One!

Copyright 2010 9

Copyright 2010 10© Copyright 2006 NCHL 10

Copyright 2010 11

Dear John Doe,

As a student in the Capella University Health Care Program, you are required to complete the National Center for  Healthcare Leadership LIFELONG LEADERSHIP INVENTORY. This inventory is for your personal reflection on your  capabilities in relation to your long‐term professional development and career planning. Results will be  aggregated and provided in a feedback report to you at the beginning of next month.

PLEASE KEEP IN MIND THAT THERE ARE NO RIGHT OR WRONG ANSWERS OR PREFERRED LEVELS OF  ATTAINMENT. Keep the feedback report as a reference document for your coursework.

The survey will take 45‐60 minutes to complete. For confidentiality purposes, a unique URL has been established  for you to access the online assessment instrument through end of day Saturday, July 31, 2010. Know that you  may also complete the survey in phases as your schedule allows through the deadline date. Please do not  forward this URL to other students, as they will access the survey with their own unique URL. To begin, please  click on the web address below or cut‐and‐paste it into your Web browser if it does not automatically open when  you click on it.

http://www.surveys.nchl.org/index.cfm?id=1r2i‐j8oix

If you have general questions about the inventory’s content, contact me at jwainio@nchl.org or 312‐755‐7069. If  you cannot access the web site, you can contact the NCHL data processing vendor, LearningBridge, at  help@learningbridge.com or via phone at 801‐492‐1007.

Thank you for taking the time to complete this inventory.

Sincerely,

Joyce Anne Wainio Vice President NCHL Assessment Center

*ABOUT THE NATIONAL CENTER FOR HEALTHCARE LEADERSHIP The National Center for Healthcare Leadership is a not‐for‐profit organization based in Chicago. Its vision is to be  an industry‐wide catalyst to improve the health of the public through evidence‐based leadership and  organizational excellence. For more information about NCHL, visit the NCHL Web site at www.nchl.org.

Your Unique URL will be sent to your email! http://www.surveys.nchl.org/index.cfm?id=1r2i-j8oixhttp://www.nchl.org/

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All the skill‐development  instruments are based on  26 rigorously researched  competencies important for  leadership enhancement and  distinction across career stages  (that is, early, mid, and  advanced).

Key Considerations

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Key Considerations (continued)

There are no right or wrong answers. If you answer realistically regarding your current level of  skill (not your desired state), you will have a baseline  overview for facilitating your longer‐term career planning  and ongoing assessment activities.

Your report provides information for your own: Knowledge and understanding. Reflection. Career tracking. Professional development.

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Results are confidential and will not be reported to  anyone except on a cohort basis. You can share results with those you feel may be of  assistance to your skill and career development:

Faculty advisers. Preceptors. Coaches. Other students or colleagues.

Key Considerations (continued)

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Understanding Your LLI Feedback CAPABILITY Identify patterns:

>What similarities are there between your self‐assessment  score and the cohort group’s?

>What differences are there, and how might you account for  them?

Identify strengths and areas of opportunity:

>What do you consider your three or four strongest areas? >What do you consider your three or four weakest areas?

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Understanding Your LLI Feedback

IMPORTANCE Identify patterns:

>What similarities are there between your self‐assessment  score and the cohort’s?

>What differences are there, and how might you account for  them?

Identify which competencies are most critical to  your success.

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How does the LLI benefit me?

It is useful for  continued education  and lifelong learning  as you grow as  leaders in the health  care field.

Use feedback  report to provide  information for  self‐reflection and  career planning.

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Step 1: Read and Discuss the NCHL Competency Model with  Your Faculty and Peers

Source: Spencer and Spencer “Competence at Work.”

Recognition of the competency.

Understanding the competency.

Assessment of and feedback on the competency.

Experimentation with demonstration  of the competency.

Application of or practice using the  competency.

Co m pe

te nc y

St re ng th

Time

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Step 2: Participate in the LLI, review feedback reports with  faculty mentor and peers, and complete the worksheets and  individual leadership plan

Source: Spencer and Spencer “Competence at Work.”

Recognition of the competency.

Understanding the competency.

Assessment of and feedback on the competency.

Experimentation with demonstration of  the competency.

Application of or practice using the competency.

Co m pe

te nc y

St re ng th

Time

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Source: Spencer and Spencer “Competence at Work.”

Recognition of the competency.

Understanding the competency.

Assessment of and feedback on the competency.

Experimentation with demonstration of  the competency.

Application of or practice using the competency.

Co m pe

te nc y

St re ng th

Time

Step 3: Engage in active learning and experimentation in the  classroom, group projects, extracurricular activities, and field  experiences to enhance competencies. 

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Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of

conscious choice and discipline. 

— Jim Collins, Good to Great and the Social Sector:  A Monograph to Accompany Good to Great, 2005.

  • Lifelong Leadership Inventory�OVERVIEW
  • What is the Lifelong Leadership Inventory (LLI)?�
  • Slide Number 3
  • Slide Number 4
  • Definition of Competencies
  • Lifelong Leadership Inventory
  • Slide Number 7
  • Career Levels – Choose One!
  • Slide Number 9
  • Slide Number 10
  • Your Unique URL will be sent to your email!
  • Key Considerations
  • Key Considerations (continued)
  • Key Considerations (continued)
  • Understanding Your LLI Feedback
  • Understanding Your LLI Feedback
  • How does the LLI benefit me?
  • Step 1: Read and Discuss the NCHL Competency Model with Your Faculty and Peers
  • Step 2: Participate in the LLI, review feedback reports with faculty mentor and peers, and complete the worksheets and individual leadership plan
  • Step 3: Engage in active learning and experimentation in the classroom, group projects, extracurricular activities, and field experiences to enhance competencies.

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