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Aligning diverse constituencies
  • The Departmental executive team composed of physician and administrative leaders at a prestigious Northeastern academic medical center successfully reorganized itself and clarified leadership roles, accountabilities, and success metrics resulting in a more effective and responsive leadership model for a complex, high technical revenue hospital-based service


  • The physician-led executive management team of an HMO-model student and faculty health service at an Ivy League university redesigned its model of care and “made the case” to gain enterprise commitment to a new and more efficient facility


  • At a major academic medical center in New England physicians, administrators and technical leaders launched an effective leveraged and distributed leadership model to successfully implement Departmental strategy and enhance the leadership team’s strategic focus


  • A joint effort between the faculty medical group and senior administrative leadership at an internationally respected Southwestern academic health center planned and achieved broad commitment to a new market and branding strategy for success in a highly competitive urban market


  • The new executive team composed of physicians and administrators at a financially failing urban teaching hospital in the Southwest gained the Board’s confidence in a management-generated financial and market "turnaround" strategy previously considered impossible


  • An NCI designated free standing Comprehensive Cancer Center in a complex market and structural environment in the Eastern US engaged diverse constituencies to achieve a broadly endorsed and comprehensive strategic plan

Leadership Strategy
Building teams and partnerships
Leadership Structure
  • A Fortune 15 company launching an innovative primary care delivery model created a collaborative and accountable distributed leadership structure that included effective participation from providers, clinical leaders, and corporate representatives


  • A high-profile Department at a major academic health center in the Middle Atlantic region recruited an internationally known Division Director with strong research, clinical and academic credentials to restructure and reinvigorate a lackluster service which became a contender for market leadership in a complex competitive environment


  • Six powerful and independent Medical Directors representing specialty critical care units fulfilled executive management's mandate by successfully designing and implementing a new collaborative physician leadership structure for critical care services in a major urban teaching hospital in New York City


  • Improved leadership team dyad function between physician and administrative service line leaders at a premier statewide integrated health system in the Middle Atlantic region resulted in planning and implementing new clinical strategies, clarifying leadership role definitions and expectations, and improving internal and external communications across multiple service lines

  • The newly appointed Chair of a previously well respected but institutionally marginalized Department within an East Coast academic health center created a successful distributed and accountable leadership model, gaining a “seat at the table” leader in delivery system redesign for the enterprise

Focused on results
Leadership Effectiveness
  • A leadership team composed of medical directors and nursing leaders at a complex urban community academic center in New York City overcame internal boundaries to successfully launch a strategically important IHI patient safety bundle


  • Executive, physician, and nursing leaders at a previously "low morale" mid-size urban community hospital in the southeast effectively partnered to improve clinical operations resulting in rising nursing and physician satisfaction


  • The Department Chair at a well-respected Middle Atlantic academic medical center developed vision and strategy for a newly “spun off” Department as well as the personal leadership skills required to reinvigorate a troubled faculty and structure


  • The Medical Director of a busy but conflict-laden women's health practice group at a small Northeast coastal community health system improved leadership skills and enhanced leadership performance resulting in substantial growth and enhanced physician and staff satisfaction


  • Physician and administrative service line leaders at a major academic health system in the Middle Atlantic collaboratively designed an innovative care model featuring shared resources and support services for a new ambulatory site for multiple competing service lines


  • A national children’s health quality organization developed a new leadership curriculum to engage physicians and administrative partners in achieving positive program outcomes at over 80 sites participating in a national improvement collaborative


  • A surgical Division struggling with operational and cultural dysfunction in a premier Southern academic medical center improved Divisional leadership, engagement, faculty retention, and morale thereby stabilizing a vital academic and clinical component of the organization’s critical care delivery system


  • The ability of a “next level” project manager to leverage a busy physician clinical operations leader within a large Northeastern academic medical center was enhanced by improving role clarity, career trajectory, operational capabilities, and project leadership capabilities


  • The Chair of a high impact hospital-based Department was successful in a leadership persona transformation resulting in a shift from a position of purely local influence to one of credibility, impact, and innovation at the highest enterprise levels


  • A busy physician disease site leader at an NCI designated Southwestern cancer center transformed from being perceived as a “weak link” in a powerful academic Division to gaining academic advancement and the full confidence from clinical colleagues, the patient care team, and Divisional leadership

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