1. Healthcare Leadership Institute Ray Reilly September 12, 2003

2. 2 To improve the leadership capabilities of UMHS management by: Clarifying the role of strategy as the structure for success Embracing change as an opportunity for improvement Identifying resource growth and development as an essential management responsibility Recognizing that success is achieved through simultaneous collaboration, competition, control and creativity Encouraging both teamwork and individual excellence Fostering open and honest communication within the organization and with all existing and potential stakeholders Appreciating the potential benefits of employee empowerment Recognizing the power of intellectual property and acting to exploit its benefits for the good of the stakeholders Managing information to support the success of the strategy Encouraging innovative approaches to opportunity identification, problem solving and change management

3. 3 To improve functional management skills of UMHS management by: Providing tools for benchmarking competitors, analysis of competitive position, and determining market attractiveness Providing tools to help segment markets, targeting desired customers, positioning the organization for success Offering proven methods for attracting, retaining and growing customer relationships Improving understanding of financial markets and financing alternatives Providing financial tools for analysis of growth and efficiency improvement opportunities Recognizing the processes that underlie operating activities and encouraging process analysis that improves process efficiency and effectiveness Offering tools for improved performance measurement Recognizing the key role of human resource management to create and enhance organizational capabilities Providing ideas and tools for improving management of research functions

4. 4 To make UMHS more successful from the viewpoint of each of its stakeholder constituencies by: Encouraging UMMS, University Hospital and M-Care to work together for maximum value creation for UMHS Devising ways of sharing value among all UMHS stakeholders to encourage maximum value creation and ongoing participation of the critical success elements Maintaining flexibility and adaptability in the face of change Managing performance using a measurement system that focuses on process improvement for value creation Focusing on the role of profit as a critical factor in ensuring long- term organizational success

5. 5 Typical Day Structure 7:00-7:30Continental Breakfast 7:30-8:00Review, Integration, Questions, Discussion and Introduction 8:00-9:15Class Session 9:15-9:30Break 9:30-10:45Class Session 10:45-11:00Break 11:00-12:15Class Session 12:15-1:15Lunch 1:15-2:30Class Session 2:30-2:45Break 2:45-4:00Class Session 4:00-4:15Break 4:15-5:30Management Meeting and Wrap-up

6. 6 September 12 Gordon Hewitt – Strategy Strategy – Setting the Context New Demands on the Strategy Process New Mindsets for New Games Internal Governance and the Value Creation Process

7. 7 October 10 Kim Cameron – Leadership The Role of Leadership Leading Positive Change Ray Reilly – Finance Elements of the Financial Framework: Accounting and Value-Creation Financing the Organization Asset Management

8. 8 November 14 Tom Kinnear – Entrepreneurship Entrepreneurial Mindset Organizational Support for Entrepreneurial Behavior Applicability to UMHS Raffi Indjejikian – Measurement & Control Accounting Systems Support for Organizational Strategy Cost Management Analytical Methods and Processes

9. 9 December 5 Jeff DeGraff – Innovation Organizational Effects of Innovation Innovation Methodologies Innovation and Management Processes Increasing and Integrating Innovation Karl Weick – Leadership Managing the Unexpected Processes that Strengthen Mindfulness, Sensemaking and Resilience

10. 10 January 23 Michael Johnson – Linking Satisfaction and Performance A Virtuous Cycle: Commitment, Satisfaction, Results Measurement to Support the System Acting on the Signals to Improve Performance Robert Quinn – Leadership Implementing Change Philosophies of Implementation Diagnosing Your Approach Improving Your Change Process

11. 11 February 13 William Lovejoy – Operations The Physics of Process Flows Applying the Principles at UM Hospital Principles of Process Improvement from “Lean” Manufacturing

12. 12 March 19 George Siedel – Negotiation Negotiation and Dispute Resolution Negotiation Strategies Negotiation Tools and Traps Anthony Collings – Media Relations Importance of Media Relations Preparing for Interviewing and Press Conferences Crafting and Delivery the Message

13. 13 April 23 Dennis Severance – Information Technology IT Concerns of the General Manager IT in Support of Strategy Roles and Responsibilities of IT Two Open Sessions – Content to be determined

14. 14 May 21 Project Presentations Two Open Sessions – Content to be determined Kim Cameron – Leadership A Framework for Leadership– Competing Values Leading Cultural Change

15. 15 June 11 Gordon Hewitt – Strategy Content to be determined

16. 16 Management Meetings In-depth discussion of applicability of key ideas to UMHS Participants determine topic(s) for discussion Faculty directors provide discussion leadership Examples:  Innovation – How can UMHS do a better job of supporting innovative activity?  Human Resource Management – How can we improve the faculty recruitment process?

17. 17 LDP Feedback and Assessment Self assessment of pre and post session understanding and abilities, goals and objectives Faculty evaluations at end of each day Periodic random interviews prior to, during and after the program Opportunity for end-of-day discussion of issues, if any

18. 18 Participant Roles and Responsibilities Attendance Preparation Participation Feedback Projects