The work environment of healthcare is experiencing high levels of change with the entry of younger workers, high employee turnover, and retirement of Boomers. Leaders face increasing stress as they seek ways to improve customer satisfaction, increase employee engagement, and achieve quality outcomes. Leaders cannot achieve success on their own but must engage the work of teams at all levels to collaborate for high impact. They also need employees that are actively engaged in the work of the organization. Leaders that successfully complete this six-course series will gain skills for building teams, engaging teams in the work of the organization, and providing employee feedback and appreciation that positively impacts the employee and increases their engagement.
This leadership program is for both emerging and experienced leaders in all fields/disciplines of healthcare that want to advance their team building skills and develop an employee first culture.
7 hours of online video lectures and patient demonstrations.
Recorded Q&A sessions between instructors and practice managers.
Case-based quizzes to evaluate and improve clinical reasoning.
Building Powerful Teamskeyboard_arrow_downCourse
This chapter takes a look through the five stages of team formation. Team members are key to accountability and achieving the outcomes of the organization. How does a leader get buy-in? This chapter will offer strategies into how leaders can build strong team formations.
Trust is the foundation of a strong, effective team but can be difficult to attain within organizational structures. This chapter will explore the importance of trust and offer tips for building trust between team members.
Conflict can be a healthy component of team dynamics, as the best ideas often come from a healthy debate among team members. Not all team leaders or members are comfortable with conflict and often choose to avoid it. This chapter will discuss why conflict is healthy for teams, how team leaders can encourage healthy debate, and when too much conflict can be damaging to the team.
Ineffective and inconsistent communication is a common complaint in most organizations. Communication is an important component of successful teams. This chapter will discuss methods and strategies for increasing communication amongst teams. Tips are given for building stronger teams in virtual work environments.
Powerful Teams: The Engine That Drives the Organizationkeyboard_arrow_downCourse
This chapter will discuss the role of the team in relation to the organization. The importance of defining the purpose of the team will be described along with a process for identifying the role of the team in achieving organizational outcomes.
This chapter will explain the key characteristics of a team and why they are important. It will also explore why teams can fail and what can be done to help a team be more cohesive.
Every team has a diversity of talent, knowledge, and skills. It is up to the leader to build a team that balances the strengths and weaknesses of each team member. This chapter will discuss the value of a strengths-based team and provide tips for team member selection and understanding the DNA of your team.
Most understand the importance of emotional intelligence (EI) in leadership, but what role does EI play in team development and the leadership of a team? This chapter will discuss EI and its role in working better together, increasing communication, and building strong relationships among team members.
The Impact of Effective Teamskeyboard_arrow_downCourse
Without clear direction, a team can be set up for failure. This chapter will discuss the process for identifying the purpose of a team and why is it essential in guiding the team.
Every team needs a set of key performance indicators (KPIs) to focus and guide their work. This chapter will discuss the role of KPIs in team development and the process for selecting them. Examples of a key indicator report for use in monitoring and evaluation of the goal attainment is provided.
Accountability is an important characteristic of an effective team. It is not just the responsibility of the leader, but rather the team members. How does a team hold each other accountable? How do teams measure their success? This chapter will discuss accountability and strategies for teams to employ for having an “all hands on deck” approach to goal achievement.
It is inevitable that teams will have turnover and attrition. Each time a change occurs, it puts the team at risk for a setback. This chapter will discuss the process of engaging new team members in the team process, clarifying roles, and building trust.
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Employee First Culture and the Changing Workforcekeyboard_arrow_downCourse
This chapter will describe an employee first culture and the rationale for implementation in a health care setting. It will also compare and contrast it to a traditional person-centered model.
This chapter will discuss the dynamics of the workforce today and why new approaches are needed to improve the working environment. Positive outcomes that can be achieved through implementation of an employee first culture are also described.
This chapter will discuss the key components of an employee first culture and why they are important for organizational success. Strategies for getting started on this innovative model will also be presented.
It has often been said that the best ideas for solving the issues of health care will come from outside the field. This chapter will present three non-health care organizations that have successfully implemented an employee first culture. Recommendations will be identified for overcoming common obstacles to success.
Developing an Employee First Culture Part 1: Getting a Great Startkeyboard_arrow_downCourse
Most organizations implement an employee recognition program. Often times, these programs can backfire and decrease employee satisfaction. This chapter will discuss the difference between appreciation and recognition and why it matters to employees.
How is your organization doing with appreciating your staff? Research on workplace culture demonstrates a disparity between how often employees feel appreciated by their supervisor and how often the supervisor believes they show appreciation. This chapter will assist leaders in assessing their current status and provide steps for making improvements.
“It starts at the top” is a statement commonly heard in organizations. So is the case for employee first culture. It is essential that leaders role model the values of an employee first culture. This chapter will get you started with steps you can take for successful implementation.
Showing appreciation towards employees does not come naturally for most supervisors. It is a learned skill. This chapter will help you get started with strategies for appreciating employees—even those employees that may be a little more difficult to lead.
Developing an Employee First Culture Part 2: Achieving Great Outcomeskeyboard_arrow_downCourse
A trusting relationship is foundational to an employee first culture. This chapter will discuss the importance of trust and examine strategies or building trust with staff.
Communication is always a challenge in dynamic work environments. This chapter will discuss how improving communication with staff can increase employee satisfaction and improve patient outcomes.
The average person spends more time at work than they often do with their family, so why shouldn’t work be fun? This chapter will discuss how building community and adding fun into the work environment can increase productivity and positively impact patient outcomes.
Change in complex organizations can take a long time to become part of the culture—somewhere between three to five years. Given that is a long, arduous process, how can you know if it is making a difference? This chapter will discuss some methods for monitoring and measuring your progress towards developing an employee first culture.
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State of the American Workforce ReportCustomItemType
CEU Approved7 total hours* of accredited coursework.
Our clinic could not be happier with MedBridge.
Amy Lee, MPT, OCS
Physical Therapy Central
MedBridge has allowed us to create a culture of learning that we were previously unable to attain with traditional coursework.
Zach Steele, PT, DPT, OCS
Outpatient Physical Therapy & Rehabilitation Services
MedBridge has created a cost-effective and quality platform that is the future of online education.
Grant R. Koster, PT, ATC, FACHE
Vice President of Clinical Operations, Athletico Physical Therapy