Leadership Development

Talent Management:
Leadership
Development

“ T he best orchestral conductor “Leadership development is
knows that his baton makes crucial in assuring Orlando
no music. Great leaders Health’s place in the future of
understand that the music healthcare in Central Florida.
comes from the front line. As we continue to meet the
Empower them, support needs of our community
them and thank them. through enhanced services
You will hear the awesome and access, we need talented
sound of symphonies.” individuals who appreciate
our culture and are prepared
Jamal Hakim, MD to fill impactful leadership
Chief Operating Officer roles across the organization.”

David Strong
President and CEO

“S trong teams have leaders who care about them as individuals
and who hold them accountable for results…it must be both.”

Mark A. Jones

President, ORMC

“There is no value in going at it alone.
Work together.”

Ryan Zika

Senior Counsel, General Legal Affairs

“L eadership is a journey. Be patient.
There will be highs and lows.”

Cindy Reed

Chief Operating Officer, Orlando Health Heart Institute

“Leadership is about passion. And
it comes from within. You have to
have a passion for leadership; it’s not
about me. Realize the larger impact.”

Thomas Kelley, MD

Chief, Quality & Clinical Transformation

Leadership Roadmap CONTENTS

PROMISE

page 36

NEW ONBOARDING DEVELOPMENT PROGRAMS
LEADER
90 DAYS

LEADERSHIP CONT COMPETENCIES CHANGE
page 19 PROJECT
MANAGEMENT
INUITY page 33 COACHING page 31
AND
HIGH
PERFORMANCE POTENTIALS
page 27
1
Welcome to your leadership

development guide! Orlando

Health is proud to offer many “Leadership is the
opportunities for growth and ability to inspire others
development. Resources and in a meaningful and
support are important elements positive way, the
for your journey. Whether you opportunity to guide
are just starting out, or have others through good
taken many steps to get to the and bad times.”
height of your profession, we
have something for you. Wendy Radeka

Corporate Director,
Talent Acquisition,
Talent Management
& Talent Systems

Contents

Section 1 Focus 3
Section 2
Section 3 New Leader Onboarding 7
Section 4
Section 5 Leadership Development 9
Section 6
Section 7 Competencies 19
Section 8
Section 9 Leadership Programs 25

Coaching and Performance 27

Change Project Management 31

Leadership Continuity 33

PROMISE Standards of Behavior 36

2

FOCUS

Focus

“T o gain commitment, let the team
be a part of the process. Show
them how their work is valued.
Be proud of their achievements. ”

Nancy Dinon
Vice President, Human Resources

3

FOCUS Talent Management

Our goal is to create an irresistible place to work where high-potential team membersINDIVIDUAL
grow and thrive, happiness is contagious, and we meet our organizational goals and
objectives. We can accomplish this through our talent management focus, which strivesTEAM
to meet the needs of all levels of the organization, from the individual team member to
our outstanding teams and leaders. The strategy, culture, competencies and behavioralLEADER
expectations (PROMISE) will drive us to meet those goals and our mission.
DRIVERS
Well-being
FOUNDATION Meaningful Work
Career Development
Team Development
Team Member Engagement
Leader Development
Coaching and Performance
Leader Continuity and Succession

Strategy
Culture, Competencies, PROMISE

Mission, Vision, Values

4

Our Integrated Framework FOCUS

Talent Management supports all organizational objectives by providing integrated systems
to develop and retain our talented team members. This framework illustrates our priorities.

5

FOCUS “N etwork throughout the organization.
Be willing to move all over the place.
Meet people; shadow.”

Cary D’Ortona

Chief Operating Officer, APH & Chief Financial Officer, APMC

“Know who you are. Know what you’re good at.
Know your team and their skill set. You can’t
be everything to everyone so it’s important to
understand how your team can be most useful.”

Holly Stuart

Director, Patient Experience

“The minute you lead people, you become
a human resources professional.”

Christy Pavel

Chief Operating Officer, Human Resources

“T he more you understand, the
more you can be the influencer.”

Karen Jensen

Vice President & Chief Operating Officer, Orlando Health Foundation

6

New Leader NEW LEADER ONBOARDING
Onboarding

“You are the key communicator as a
leader. Communication is one skill
you will want to master. Just because
you say something out loud doesn’t
mean you’ve been understood.”

Kate Ondrasik
Director, Internal Communications
and Engagement

7

NEW LEADER ONBOARDING Leader Onboarding

Newly hired and promoted leaders have resources
available for development.

New Leader Orientation is held monthly to acclimate into the role and learn fundamentals about
leadership expectations at Orlando Health. Leaders should sign up for New Leader Orientation in
our Learning Management System and will also be reminded through an email notification from
Talent Management.
New Leader Assimilation consulting is available upon request to any new leader. This resource is
designed to support leaders in creating a working relationship set up for success. A member of
the Talent Management team will meet one-on-one with the leader to discuss their needs and the
needs of the team. A team session will follow to:
■ P rovide a proactive communication process at the start of a new work relationship.
■ E stablish clear expectations and responsibilities for increased team effectiveness.
■ Prevent issues that arise associated with the lack of clarity about styles, goals and expectations.
■ Provide leaders and team members the opportunity to express themselves.

8

Leadership LEADERSHIP DEVELOPMENT
Development

“Keep adding tools to your
tool belt. Improve yourself.
Increase your knowledge.”

Steve Stallard
Corporate Director, Compliance & IS

9

LEADERSHIP DEVELOPMENT Change Leadership

Change Leadership is a three-hour course that will offer leaders the opportunity to
learn how change impacts and affects people, as well as their role in leading teams
through times of change. Leaders will gain a solid understanding of the various
psychological and behavioral reactions to change and how they can move their
teams through the four phases of change.

Learning Objectives

• Identify the four different phases of change
• Identify the psychological and behavioral reactions associated with change
• Utilize Kotter’s eight steps to leading teams through change

Change Project Management

The ability to facilitate and sustain change at Orlando Health is crucial to the success
of leaders and project managers. Change Project Management is a two-day
course where individuals will be immersed in the tools behind leading a change
initiative and managing projects through implementation. Leaders will go through a
simulation of a change initiative, including a stakeholder analysis, change assessment
for degree and impact of change, change readiness, assessment, communication
plan and talent/learning strategy.

Learning Objectives

• Implement change using analysis, assessment and strategy tools
• Analyze stakeholder impacts and engagement levels
• Evaluate the readiness for change and assess the degree and impact of change
• Develop a communication plan and understand the partnership with internal

communications
• Define the importance of sustained change efforts

Conflict Strategies

This three-hour course helps participants understand their primary Conflict Strategy,
and utilizes five conflict strategies as well as conflict situations to help define what
strategies are needed in different scenarios. Participants will have the opportunity to
interact with fellow supervisors and practice the strategies learned in the course.

Learning Objectives

• Discover the Conflict Strategies Inventory (CSI)
• Discover how to deal effectively with conflict
• Manage and improve team performance
• Form a network for future collaboration

10

Delegation and Accountability LEADERSHIP DEVELOPMENT

In the four-hour Delegation and Accountability course, participants will identify and
discuss delegation methods and best practices needed to produce effective team results
while engaging and developing team members. This course explores Orlando Health’s
Ownership and Accountability core competency, enabling participants to identify actions
and decisions that promote both personal accountability and team accountability.

Learning Objectives

• Define delegation and understand why we do it
• Differentiate between authority, responsibility, accountability and empowerment
• Identify when and who to delegate to
• Identify levels of authority
• Match appropriate leadership styles with effective delegation
• Define accountability
• Explain how Orlando Health expects leaders to demonstrate accountability
• Discuss strategies for increasing team accountability

Dialogue That Makes a Difference:
Giving and Receiving Feedback

In this two-hour course, participants will focus on the effects of their own and others’
actions, behaviors and statements after giving and/or receiving feedback. It is suggested
that participants complete the course Dialogue That Makes a Difference: Listening before
attending this course.

Learning Objectives

• Articulate the benefits of providing effective feedback
• Identify and remove roadblocks to feedback
• Give and receive feedback more effectively

Dialogue That Makes a Difference: Listening

The purpose of this two-hour course is to help individuals identify the extent to which they
practice behaviors that are associated with effective listening as well as the extent to which
they practice behaviors that break down listening.

Learning Objectives

• Describe the importance of listening
• Identify barriers to effective listening
• Implement the steps of active listening

11

LEADERSHIP DEVELOPMENT DiSC for Leaders

DiSC for Leaders is a one-day interactive class that is designed to provide leaders with the
knowledge of different behavioral styles of increased skill related to delegating, directing,
motivating and developing other team members.

Learning Objectives

• Identify your DiSC management style
• Explore priorities that drive your style
• Explore the influence of your management style
• Learn a method for recognizing others’ styles
• Learn about your natural delegating and directing style
• Learn how you affect the motivation of others
• Recognize what different people find motivating
• Learn about your natural style of developing others
• Identify the development preferences of different people
• Discover different approaches for getting buy-in

Diversity and Inclusion

In this three-hour course, participants will gain additional knowledge and tools for leading
diverse teams, creating an inclusive workplace, and serving all patients/customers in
order to enhance relationships, engagement, productivity and commitment, which aligns
with Orlando Health’s Organizational Competencies for Leaders.

Learning Objectives

By participating in the Building Inclusive Teams Program, you will have the opportunity to:
• Gain a greater understanding of diversity and inclusion and why they have emerged as

critical business issues
• Understand the leader’s role in leveraging diversity and inclusion and the key

competencies required for leading diverse teams
• Recognize the impact of certain behaviors and how they align with Orlando Health’s

PROMISE values
• Practice the leadership skills and key competencies that support an inclusive workplace

12

Finance Basics LEADERSHIP DEVELOPMENT

In the environment faced by healthcare providers today, good finance is more
important than ever to the economic well-being of the organization. This three-hour
course is an introduction to the field of healthcare finance and the environment in
which managers operate today. Leaders will be introduced to the most important
principles and key issues involved in healthcare organizations.

Learning Objectives

• Recognize the big picture of healthcare finance in a nonprofit organization
• Explain the concepts of productivity and staffing in a healthcare organization
• Discuss the differences between capital and operating budgets
• Interpret financial reports and supporting systems
• Define Action OI and the manager’s role
• Identify financial resources available to managers

Generational Diversity

For the first time ever, five generations are working side by side. In Generational
Diversity, participants learn about each of these generations: the WWII Generation,
Baby Boomers, Generation X, Millennials and Generation Z. Participants become
familiar with the characteristics, attitudes and values of each generation. You will
discover leadership actions to coach, motivate and get results from each generation
and discover ways to flex to each generation in order to solve problems in the
workplace.

Learning Objectives:

• Learn the characteristics, attitudes and values of each generation
• Discover leadership actions to coach, motivate and get results from each generation
• Identify ways to flex to each generation in order to solve generational problems

in the workplace

13

LEADERSHIP DEVELOPMENT Leadership Challenge Workshop

In this one-day workshop, participants will be introduced to a practical leadership model
to help leaders mobilize the desire in others to get extraordinary things done. In addition,
participants will have the opportunity to evaluate themselves with the Leadership Practices
Inventory and identify areas of strength and opportunity.

Learning Objectives

• Describe the Five Practices of Exemplary Leadership
• Name the essential qualities that people look for and admire in leaders, and state the

implications of leadership
• Identify personal leadership strengths and areas of improvement based on the Leadership

Practices Inventory self-assessment
• Employ at least one method for improving capacity to engage in each of the Five Practices
• Create a plan for contributing to extraordinary results

Leading With Integrity

Corporate Compliance at Orlando Health exists to help comply with federal and state
statutes, regulations and guidelines that affect the organization. This two-hour course will
provide tools to adhere to corporate policy and state and federal laws. This course will also
help leaders ensure compliance with disclosure, reporting, investigations and training.

Learning Objectives

• Prepare for and assist with departmental and/or organizational audits
• C omplete required reports for specific compliance issues using the appropriate

reporting mechanisms
• D irect team members and vendors with appropriate information to maintain

corporate compliance
• Assist the Corporate Integrity department with reporting and disclosure requirements

14

New Leader Orientation LEADERSHIP DEVELOPMENT

New Leader Orientation is a two-day course designed to familiarize new leaders with our
culture and the tactical information needed to be a successful leader at Orlando Health. It is
recommended that this course be taken within two months of hire/promotion. Participants will
meet subject-matter experts who will deliver valuable knowledge on multiple topics, including
development opportunities, key HR policies, performance and behavioral counseling,
the separation process, discrimination, harassment, disability, accommodations, leave of
absence, workers’ compensation, Kronos, recognition and engagement, HCAHPS, emotional
intelligence, recruiting, interviewing and compensation.

Learning Objectives

• Identify tools needed to be a successful leader at Orlando Health
• Explain key policies and practices
• Form a network of leaders for future collaboration

Peer Today, Boss Tomorrow

This three-and-a-half-hour course is designed to help participants make a successful
transition from coworker to boss. This course will present four proven strategies that will
help new supervisors navigate those changing relationships and prepare for the most
difficult situations they are likely to encounter as they assume their new role.

Learning Objectives

• Explain the role of supervisor
• State how the role of supervisor is different from that of a non-manager team member
• N avigate changing roles by applying four strategies to help make the transition from

peer to boss

Performance Management

Performance Management is a five-hour course designed for both new and experienced
leaders. The course focuses on how leaders can promote high performance from their team
members by looking at three key areas related to performance.

Learning Objectives

• Properly use the Orlando Health Performance and Behavioral Counseling policy
• P ractice coaching abilities by effectively listening, questioning and providing feedback to

team members
• Measure the motivation and engagement level of team members
• Practice techniques to help improve motivation and engagement of team members

15

LEADERSHIP DEVELOPMENT Online Leadership Development

Online leadership series is available to all team members.
Available in the Institute for Learning Online.

FOUNDATIONAL
LEADERSHIP
SERIES

16

Online Leadership Development LEADERSHIP DEVELOPMENT

Online leadership series is available to all team members.
Available in the Institute for Learning Online.

17

LEADERSHIP DEVELOPMENT Interpreter Services and
Cultural Development

Online leadership series is available to all team members.
Available in the Institute for Learning Online.

CULTURAL
DEVELOPMENT

A E

Introduction B C D Resource
to Healthcare Nurse
Interpreting Cultural Resource Resource
Awareness Nurse Nurse Language
This course will and Case Cultural Annual Services
describe the Review
interpreting Practice Awareness This course
procedures This course describes
following This course This course serves as an language
national helps to describes assessment for
standards and cultural access
improve cultural awareness language competency
Orlando Health competence competency access and for providing
policy. through for providing linguistically
practical tips linguistically cultural appropriate
and tools appropriate awareness
for effective competency. care.
cross-cultural care.

communication.

18

Competencies COMPETENCIES

“E xplain the whys and make sure
all of your team has a buy-in for
the vision; this is the secret sauce
of a successful team.”

Carlos Carrasco
Chief Operating Officer, ORMC

19

COMPETENCIES Competencies

A competency refers to the application of knowledge, skills and abilities that demonstrate the
behaviors that are needed to fulfill the role, position or job, and align with the organization’s
required goals and objectives. While the competencies are the same across the organization,
there are descriptions specifically for team members, leaders of people and physicians, leaders
of leaders, and strategic leaders.

20

OrganCiozamtipoetnealnciescompetency team member
COMPETENCIES
Communication and a) Listen carefully and be attentive to others
Relationship Building b) Write and speak clearly and courteously
c ) C ollaborate with team members, peers and physicians
• C ommunicates clearly, purposefully and timely to d ) Demonstrate dependability
inform and/or influence thoughts and actions e ) C ontribute to the environment of psychological

• Encourages an open exchange of information safety where ideas are welcomed, considered and
between stakeholders appreciated

• Demonstrates integrity and interactions in a manner a) Respond positively to change
that instills confidence with all teams to achieve b) T ake initiative to develop job knowledge, skill
Orlando Health’s mission, vision, values and goals
and ability
Leadership c ) Recognize strengths and opportunities for

• Proactively identifies and supports changes and personal growth
improvements that will add value d ) Reassess work to learn and improve performance

• Builds on strengths and areas of opportunity for the
purpose of improving work performance

Quality Care and Service a ) Do no harm
b ) Identify and anticipate service needs with a
• Takes responsibility for adhering to the highest
standards of quality, safety and service to ensure patient-first philosophy
quality measures are met and ‘zero’ preventable c ) Follow through on service commitments
errors occur d ) Demonstrate PROMISE standards: Positive Attitude,

• E nsures the patient experience is exceptional Respect, Ownership, Mindfulness, Inclusiveness,
Superior Communication and Exceed Expectations

Professional Knowledge a) Competently perform job responsibilities
b) Stay current on job-related knowledge and the
• A pplies technical skill and knowledge for related
position in adherence to policies and procedures healthcare environment
c) A dhere to job-related policies and procedures
• Meets the demands of today’s complex d) C onsider all processes with an eye toward continuous
and quickly evolving healthcare environment with
specialized knowledge and a wide range of skills improvement

Ownership and Accountability a) Identify what needs to be done and take action before
the situation requires it
• Demonstrates an understanding of the link
between one’s own job responsibilities and overall b) Use Orlando Health resources effectively
organizational goals and needs c) Understand and maintain standards
d) Manage work priorities to meet goals and
• Looks beyond immediate role to ensure that actions
and decisions support the organization as a whole expectations

• Actively engages in working to meet or exceed
goals and achieve outcomes in alignment with
organizational objectives

21

COMPETENCIES competency leader of people
and physicians
OrganCiozamtipoetnealncies
Communication and a) Provide rationale “why” and communicate a solid
Relationship Building vision and purpose of the organization

• C ommunicates clearly, purposefully and timely to b) Listen actively to gain understanding and affirm the
inform and/or influence thoughts and actions relationship between speaker and listener

• Encourages an open exchange of information between c) Present the right information clearly
stakeholders d) Set positive emotional tone for the organization

• D emonstrates integrity and interactions in a manner and display emotion, empathy and compassion at
that instills confidence with all teams to achieve appropriate times
Orlando Health’s mission, vision, values and goals e) Establish an environment of psychological safety where
ideas are welcomed, considered and appreciated
f) D isplay patience and composure under pressure

Leadership a) Champion change effectively and promote positive
opportunities through change
• Proactively identifies and supports changes and
improvements that will add value b) Manage effectively through conflict
c) Develop functional capability and/or team capability
• Builds on strengths and areas of opportunity for the d) Coach, mentor and help others leverage strengths
purpose of improving work performance e) Encourage lifelong learning among all disciplines

and levels
f) F oster a learning environment, celebrating successes and

examining failures as opportunities for more knowledge

Quality Care and Service a) Do no harm

• T akes responsibility for adhering to the highest b) Create and encourage a service-oriented focus for the
standards of quality, safety and service to ensure quality team using a patient-first philosophy
measures are met and ‘zero’ preventable errors occur
c) Articulate quality and safety goals; lead discussions to
• Ensures the patient experience is exceptional facilitate improvements

d) Identify root causes and define metrics related to
process improvements

e) Demonstrate PROMISE standards: Positive Attitude,
Respect, Ownership, Mindfulness, Inclusiveness,
Superior Communication, and Exceed Expectations

Professional Knowledge a) K now and practice the principles of participative
management
• Applies technical skill and knowledge for related
position in adherence to policies and procedures b) U se and promote evidence-based practices
c) Understand the business and promote growth within
• M eets the demands of today’s complex and
quickly evolving healthcare environment with the organization
specialized knowledge and a wide range of skills d) Serve as a professional role model and mentor to

future leaders
e) Display an understanding of the healthcare industry

and of the specifics of their profession

Ownership and Accountability a) Identify what needs to be done and take action before
the situation requires it
• Demonstrates an understanding of the link
between one’s own job responsibilities and overall b) C hampion organizational decisions
organizational goals and needs c) Coordinate organizational resources effectively
d) Establish cascading goals in alignment with strategy
• Looks beyond immediate role to ensure that actions
and decisions support the organization as a whole for the team
e) Hold self and team accountable for functions and results
• Actively engages in working to meet or exceed
goals and achieve outcomes in alignment with
organizational objectives

22

OrganCiozamtipoetnealnciescompetency leader of leaders
COMPETENCIES
Communication and a) Provide clear messages leading to understanding,
Relationship Building acceptance and support

• Communicates clearly, purposefully and timely to b) L isten actively through interpreting, evaluating and
inform and/or influence thoughts and actions responding to positively impact genuine dialogue

• Encourages an open exchange of information between c) Promote collaboration with team members, peers,
stakeholders leaders and physicians

• D emonstrates integrity and interactions in a manner d ) Foster transparency and openness about the business
that instills confidence with all teams to achieve e) Create an environment of psychological safety where
Orlando Health’s mission, vision, values and goals
ideas are welcomed, considered and appreciated

Leadership a) Champion and lead change; be a valuable resource of
organizational transitions
• Proactively identifies and supports changes and
improvements that will add value b) Proactively assess and develop talent through ongoing
feedback and developmental coaching
• Builds on strengths and areas of opportunity for the
purpose of improving work performance c ) Identify talent and recruitment strategy based on
current and future business needs

d) Appropriately delegate authority and meaningful
responsibility

e) Develop decision-making abilities in team

Quality Care and Service a) Do what is right for the patient/customer after
considering all options, risks and consequences
• Takes responsibility for adhering to the highest
standards of quality, safety and service to ensure b) Establish and support environments that do no harm
quality measures are met and ‘zero’ preventable c) Ensure practices that meet or exceed quality, safety and
errors occur
service measures
• E nsures the patient experience is exceptional d) Utilize systematic approaches to identify, define and

solve problems
e) Demonstrate PROMISE standards: Positive Attitude,

Respect, Ownership, Mindfulness, Inclusiveness,
Superior Communication and Exceed Expectations

Professional Knowledge a) Know and practice sound business and operational
excellence
• A pplies technical skill and knowledge for related
position in adherence to policies and procedures b) U nderstand and forecast business and economic
needs to promote growth
• Meets the demands of today’s complex and
quickly evolving healthcare environment with c) Navigate organizational complexity
specialized knowledge and a wide range of skills d) S erve as a professional role model and mentor to

future leaders
e) D isplay an understanding of the healthcare industry

and of the specifics of their profession

Ownership and Accountability a) Identify what needs to be done and take action before
the situation requires it
• Demonstrates an understanding of the link
between one’s own job responsibilities and overall b) Champion organizational decisions, strategy, plans
organizational goals and needs and goals

• Looks beyond immediate role to ensure that actions c) Organize and manage the human and physical
and decisions support the organization as a whole resources of the organization to achieve input, buy-in
and optimal performance
• A ctively engages in working to meet or exceed
goals and achieve outcomes in alignment with d) Establish cascading goals in alignment with strategy
organizational objectives e) Recognize the need for course adjustments and act

proactively

f ) Foster an environment of ownership and empowerment
by clarifying roles and expectations

23

COMPETENCIES competency strategic leaders

OrganCiozamtipoetnealncies Relationship Building a) Create a culture of candid, two-way communication through
mentoring and modeling effective listening skills to others
• C ommunicates clearly, purposefully and
timely to inform and/or influence thoughts b) H andle questions well in highly visible, adversarial situations;
and actions project a credible executive presence with polish and poise

• E ncourages an open exchange of c) Stimulate and facilitate dialogue across the organization
information between stakeholders d) F oster a culture of teamwork and collaboration; remove obstacles

• Demonstrates integrity and interactions in organization wide
a manner that instills confidence with all e) Build and maintain internal and external strategic relationships
teams to achieve Orlando Health’s mission, f) Ensure that an environment of psychological safety is fostered
vision, values and goals
throughout the culture

Leadership a) L ead strategic change efforts and develop organizational agility
b) L ead and create avenues for organizational and lifelong learning
• Proactively identifies and supports changes c) L everage and engage the full potential of the workforce
and improvements that will add value d) Build a strong team whose members have complementary strengths
e) Purposefully engage in the mentorship and development of leaders
• Builds on strengths and areas of
opportunity for the purpose of improving and plan for successors
work performance

Quality Care and Service a) Do no harm in decisions or actions to patients and guests, team
members, leaders, physicians or external stakeholders
• Takes responsibility for adhering to the
highest standards of quality, safety and b) Integrate efforts across functions
service to ensure quality measures are met c) Set high standards for care and service
and ‘zero’ preventable errors occur d) Drive quality outcomes and service excellence scores for the

• Ensures the patient experience is organization
exceptional e) Take decisive action in a crisis
f) Demonstrate PROMISE standards: Positive Attitude, Respect,

Ownership, Mindfulness, Inclusiveness, Superior Communication
and Exceed Expectations

Professional Knowledge a) P rovide strategic and systematic-thinking frameworks for setting
priorities across the organization
• A pplies technical skill and knowledge for
related position in adherence to policies b) Build organizational capability
and procedures c) Demonstrate sound business judgment and keen insight in

• M eets the demands of today’s complex decision-making
and quickly evolving healthcare d) Anticipate changes in the healthcare industry; create strategy to
environment with specialized
knowledge and a wide range of skills leverage changes, with forward-looking perspectives
e) D isplay knowledge of Orlando Health’s position in our industry and

success factors
f) C hampion a culture of continuous improvement and innovation in

processes, systems and technology in order to improve patient care

Ownership and Accountability a) H old self and others accountable for doing what they say they will do
b) D evelop and own a clear vision for the future of the business
• Demonstrates an understanding of the link c) D rive accountability through the organization by using benchmarks
between one’s own job responsibilities
and overall organizational goals and needs and performance measures
d) Evaluate and prioritize resources for new demands and challenges
• Looks beyond immediate role to ensure e) Anticipate and creatively solve strategic problems
that actions and decisions support the f) Demonstrate ability to make decisions quickly in crisis situations;
organization as a whole
continually monitor impact of decisions
• A ctively engages in working to meet or
exceed goals and achieve outcomes in
alignment with organizational objectives

24

Leadership LEADERSHIP PROGRAMS
Programs

“Be comfortable with
being uncomfortable.”

Joe Williams
Vice President, Strategic Planning

25

LEADERSHIP PROGRAMS Leadership Development Programs: Mentoring
Emerging and Advanced Leaders
The program
Connecting High-Potentials to Our Business has a structured
and Resources They Need to Grow mentorship
providing coaching
Emerging Leader Program from an assigned
mentor who is a
The Emerging Leader program is designed for team members who desire current leader at
advancement in their careers to leadership positions within the organization. Orlando Health.
Emerging Leaders learn together in a six-month program. Participants develop
through a series of workshops, learning activities, assessments and group discussion. Coaching

There are subject-matter experts who provide guidance and knowledge for High-Potentials
participants through scheduled classroom sessions. Emerging Leaders gain new have full support
skills and competencies that prepare them for a variety of opportunities within from their leadership
the health system, including career promotions, community involvement, and as they are
multidisciplinary teams or special projects. recommended
into the program.
Advanced Leader Program They receive
guidance and
The Advanced Leader Program is designed for mid-level leaders and physicians coaching as
who desire advancement in their careers to top-level leadership positions within the they develop in
organization. Participants will gain new skills and competencies that prepare them their career path.
for a variety of opportunities within the health system including involvement with
strategic initiatives. Camaraderie

Advanced Leaders participate in 36 hours of class time through sessions scheduled Relationships
bi-weekly during the evening from 6:00 pm to 9:00 pm. The workshops are are often the key
facilitated by one or more Orlando Health internal subject-matter experts and to success. The
leaders. The program features a structured mentorship providing coaching from program offers
an assigned executive mentor who is a current executive leader at Orlando Health. the opportunity to
The program is facilitated in partnership with the Executive Education team from expand and develop
Rollins College. a valuable network
of colleagues.
Individual, Community and Health System
Growth
The expectation after graduation is three-fold: that the graduate continues to develop Potential for
and lead as an individual, in the community and to the benefit of the health system.
Emerging
Best Practice Leaders

In addition to developing team members to their full potential, Orlando Health is
also striving to achieve a bench strength of talent ready to lead the workforce for
the future in the ever-changing and fast-growing healthcare environment.

26

Coaching and COACHING AND PERFORMANCE
Performance

“ W hen you’re asked,“What do you
want to do?” always formulate an
answer — even if it changes.”

Ameen Baker
Director, Medical Staff Services

27

COACHING AND PERFORMANCE Coaching Plans and Performance

As a way of reflecting on performance and aligning future goals with organizational and
professional objectives, Coaching Plans allow team members and their leaders a time
to discuss specific organizational competencies and provide clear direction with goals.
Coaching Plans are conducted in the Institute for Learning Online, part of our integrated
talent management systems.
Team members will complete a self-review containing a section for goal setting. Then, the
leader will rate the team member and have a discussion with the team member. This process
will happen once a year with a midyear check-in. Coaching Plans are completed in the
beginning of the calendar year.

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Individual and Team Coaching COACHING AND PERFORMANCE
and Development

At Orlando Health, coaching is a useful way of developing leader’s skills and abilities.
Coaching is a collaborative relationship, between the coach and coachee, that allows a
new way of thinking and self-discoveries that create increased performance and results.
Coaching is a positive and proven approach for helping others explore their goals and
ambitions, and then achieve them. We also provide physician coaching as a positive
support in managing through the changes in healthcare environment as well as stress
or pressure that may be associated with the demands of the profession.

Assessments

Talent Management offers leadership assessments as a powerful tool for leaders to
measure their current performance and set direction for future development needs.
Tools are utilized in the following settings:
1. Coaching based on self-assessment
2. Coaching based on 360 assessments
3. Leadership development curriculum
4. Team development
Tools utilized include and are not limited to:
• DiSC
• Leadership Practices Inventory (LPI)
• Five Behaviors of a Cohesive Team
• RightPath
• Everything DiSC 363 for Leaders
• Hogan Assessment Systems

Contact

Wendy Radeka, Corporate Director
Mary Senne, PhD, Physician Coach

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COACHING AND PERFORMANCE “Find the right leaders to develop —
passion is natural.”

Antonio Crespo, MD

Chief Quality Officer, Dr. P. Phillips Hospital

“W hen your passion intersects with
your work, the result is phenomenal.”

Pam Nickolenko

Director, Market Research

“Be genuine and willing to sit down.”

Jennifer Thomson

Corporate Director, Physician Contracts

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Change Project CHANGE PROJECT MANAGEMENT
Management

“ V isibility is key to change.
We need to see leaders in action
who model transparency.”

Bernadette Spong
Chief Financial Officer

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CHANGE PROJECT MANAGEMENT Change Management

Talent Management offers tools to successfully implement change initiatives. Change
Management consulting is available by request from the talent management team for a
team implementing a large-scale change.
In addition, a change management training course, which will occur over a two-day
period, is available. The Change Management training course can be modified to fit
any need but is geared for participants with little to no experience managing large
organizational change initiatives. Participants will be immersed into tools behind leading
a change initiative and managing projects through implementation and leave the course
with the knowledge and tools needed to coach or manage organizational change.

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Leadership LEADERSHIP CONTINUITY
Continuity

“M eet people; learn people.
See from the other perspective.”

Michael Mueller
Chief Financial Officer, Health Central

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LEADERSHIP CONTINUITY Leadership Continuity

Leadership Continuity is the process to plan to identify, develop, retain and deploy key talent.
Through integrated talent systems, the talent management system can be leveraged for
leadership continuity planning.
• T eam Member Career Profile – Team members have an opportunity to share an online

resume, which includes skills, prior employment history, career aspirations, certifications and
other pertinent information. This tool allows leaders the ability to search for internal talent.
Leadership continuity is an important discussion each year with the executive team where
promotion readiness and development plans are reviewed.

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Leader Levels Below is a recommended sequence of courses. LEADERSHIP CONTINUITY

Team Member leader of people leader of leaders Strategic leader

Online Leadership Series

Patient Experience Interactions

Cultural Development

New Leader Orientation (Required)

Peer Today,
Boss Tomorrow

DiSC for Leaders

Generational Diversity

Diversity and Inclusion
Dialogue That Makes A Difference: Listening

Dialogue That Makes A Difference:
Giving and Receiving Feedback

Delegation and Accountability

Conflict Strategies

Leading with Integrity

Change Leadership
Performance Management

Finance Basics
Leadership Challenge Workshop

Change Project Management (CEUs for Nursing)

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PROMISE Standards of Behavior

The strategy, culture, competencies and behavioral expectations – PROMISE, will
drive us to meet those goals and our mission. Utilization of our PROMISE standards
and PROMISE moments will drive and reinforce team member engagement and
organizational culture.

Positive Attitude

We promise to demonstrate a Positive Attitude every day, because we believe that
caring for our patients is an honor.

Respect

We promise to treat all of our patients, visitors and fellow caregivers with compassion,
dignity and Respect.

Ownership

We promise to take Ownership in creating a positive experience for every patient.

Mindfulness

We promise to be Mindful of our actions — providing safe, quality care focused on the
unique needs of each patient.

Inclusiveness

We promise to be Inclusive when caring for our patients by appreciating and valuing
everyone and their individual opinions and ideas about their healthcare needs.

Superior Communication

We promise to provide Superior Communication when caring for patients by keeping
everyone informed about and involved in their care plan.

Exceed Expectations

We promise to do everything we can to Exceed Expectations of each patient and guest,
by going above and beyond in anticipating needs and providing exceptional care.

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I choose Orlando Health.

Mailing Address
1414 Kuhl Ave.
Orlando, FL 32806
321.841.5111
OrlandoHealth.com

5755 -124283 12 /16 © 2016 Orlando Health, Inc.