Leading an Empowered Organization (LEO) 3/25-27/2014 (Invitation Only)

Start Date: Tuesday, April 1 2014
End Date: Thursday, April 3 2014
Time: 8:00am - 4:00pm
Course Overview:
Leading an Empowered Organization (LEO)
Program Director: Dr. McKeown

Leading an Empowered Organization (LEO) March 25-27, 2014, 8 am – 4:00 pm

As part of the Emergency Room Relationship Based Care (RBC) Intensive, this is a reminder of the upcoming Leading an Empowered Organization(LEO) Program you will be attending on November 19th  (MPA), 20th  (MPB) and 22nd  (MPB) 2013 from 8 am-4:00 pm.

RBC is about creating or transforming a culture in which the caregiver/patient relationship is held as sacred and every policy, process, practice and behavior functions to strengthen that relationship (Koloroutis, Felgen, Person & Wessel 2008).

LEO will provide formal and informal leaders with information and tools to create shared visions and inspire team members.   The speaker and facilitator from Creative Health Care Management, Mary Griffin Strom, MSN,RN has many years of health care experience and is an expert in team building, patient safety & quality, leadership develop, Physician engagement and the patient experience. 

Mary is a current member of the American Organization of Nurse Executives, Sigma Theta Tau, and The Wellness Community of Greater St. Louis, the American Cancer Society, The Oncology Nursing Society, and the High Plains Oncology Professionals Colorado. 

Get ready to return to your teams with a renewed commitment to leadership and services that inspires and with a renewed commitment to HFWH mission, vision and values.

 Day One






Identify program objectives and purpose of LEO for your organization

w  Review program outline, objectives and link them to organizational objectives

w  Participant introductions with focus on most admired leaders

w  Mutual agreements



Describe the conceptual framework for Leading an Empowered Organization: articulated expectations, responsibility/authority/accountability, and the empowerment triangle

w  Review of conceptual framework of the program

w  Introduce concepts of Articulated Expectations, R + A + A, Building Relationships, Developing Capacity and Leading Change as essential leadership competencies

w  Explain movement from inside triangle to outside


Differentiate centralized and decentralized management approaches and discuss when each may be most effective

w  Summary of historical and contemporary management theory

w  Management approaches: Centralized and Decentralized – the characteristics and outcomes of each style

w  Group work to assess structures in their organization

w  Leadership and management-distinguish terms and roles

w  Achieving balance of management and service

w  Leadership self-assessment with reflection



Define the leader’s role in articulating expectations for group and individual performance

w  Three aspects of articulated expectations

w  Exercise, articulated expectations to immediate supervisor, peers and those who report to you

w  Competency domains, novice to expert concepts; exercise in adjusting leadership style to competence of follower


Define and delineate the concepts of responsibility, authority and accountability

w  Key purpose of R + A + A in leadership

w  Define 3 concepts, examples

w  Levels of authority with examples of each

w  Accountability cycle and applications to practice

w  Exercise applying responsibility, authority, and accountability

w  Reflection: concepts to apply from day 1


Day Two





Review of key points from day 1 (Reinforce objectives 1-4)

w  Discuss insights gained by participants in day 1

w  Review homework assigned


Discuss the need for leaders to build relationships, avoid unhealthy behaviors, and achieve interdependence

w  Four essential elements of healthy interpersonal relationships

w  Trust, definitions, self-assessment and reflection about strengths and opportunities for growth

w  Mutual respect:

w  Arbinger way of being concept for seeing others as people

w  Respect for differences

w  Open, honest communication:

w  Styles of communication

w  Phases of respectful communication

w  Exercise in preparing for difficult conversations

w  Responses to killer phrases

w  Consistent, visible support



Discuss the need for leaders to build relationships, avoid unhealthy behaviors, and achieve interdependence (continued)

w  Unhealthy behaviors, including self-assessment

w  Group exercise in dealing with unhealthy behaviors

w  Personal action plan

w  Interdependence

w  Commitment to My Coworkers – behaviors of a highly functioning team


Discuss the need for empowered leaders to build capacity, avoid problem punitive practices and gain commitment

w  Key role of leaders: building capacity of followers

w  Mistakes and punitive vs. non punitive culture

w  Summary of the day; reflections


Day Three





Reinforce objectives 5 & 6 from day 2

w  Reinforce key points from day 2

w  Review homework: self-care


Discuss the need for empowered leaders to build capacity, avoid problem punitive practices and gain commitment (continued)

w  Pathway for superior performance; positive discipline plus application exercise

w  Learning, risk-taking and unlearning


Discuss the need for empowered leaders to lead change, avoid problem processing and gain commitment

w  Method for sustainable change: I2E2

w  Leading change through appreciative questions

w  Problem solving model and principles

w  Consensus decision make principles

w  Problem processing and brainstorming recurrent problems

w  Small group projects to practice problem solving methods, followed by presentations

w  Debriefing problem solving group work

w  Commitment as the outcome of effective change leadership


Construct an action plan for using the knowledge, skills and tools represented in the empowerment framework to improving leadership effectiveness

w  Personal Action Planning

w  Visioning Exercise: vision for improvement in one’s own department

w  Develop a departmental action plan to utilize and reinforce program information

w  Summary of three days; affirmations

w  Program evaluation




For Nursing Continuing Education Contact Hours: Henry Ford Health System Nursing Development (OH 312, 11-1-2015) is an approved provider of continuing nursing education by the Ohio Nurses Association (OBN-001-91), an accredited approver by the American Nurses Credentialing Center's Commission on Accreditation.


If your licensure or certification requires Nursing Continuing Education Contact Hours, upon completion of the 3-day workshop, please complete the evaluation in the CME portal.  Once completed, contact Tara Nichols @ tnichol1@hfhs.org to obtain verification of 18.5 Nursing Continuing Education Contact Hours.



Henry Ford Health System is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians. 



Henry Ford Health System designates this live course for a maximum of 21 AMA PRA Category 1 Credit(s) TM. Physicians should claim only the credit commensurate with the extent of their participation in the activity



In Compliance with the ACCME Standards for Commercial Support, all individuals in a position to control/influence the content of this activity are required to disclose relevant financial interests of their own or spouse or partners with any commercial interests and/or non-FDA approved use of a drug or a device that is included in the presentation.

Enhancing Communication Services for Deaf Hard-of-Hearing

Henry Ford Health System is committed to ensuring that our patients and their companions who are deaf or hard-of-hearing have equal access to all the services provided at our facilities. As part of a settlement of an Americans with Disabilities Act complaint, Henry Ford is implementing new and additional processes to enhance our communication efforts with patients and their companions who are deaf or hard-of-hearing. This includes providing at no cost to patients and their companions the appropriate auxiliary aids and services, including qualified sign language interpreters, TTYs and other assistive listening devices. Each Henry Ford business unit will soon be assigned a designated program administrator to help ensure effective communication for patients and their companions. More details about these improvements are forthcoming. For information, call (313) 916-1896 or email hardofhearingprogram@hfhs.org.


Venue: TBD
Professional Credit:
Credit Type Sponsor Credits
AMA PRA Category 1 Credit(s) (TM) 19.50
Non-Physician Credit Hours 19.50