The Hay Group developed the National Center for Healthcare Leadership (NCHL) Health Leadership Competency Model in 2005. The purpose was to build a competency model that would address the future of healthcare with a goal of improving the health status of the entire country through effective health leadership. To build effective leaders the model was designed to be applicable at all levels of the career cycle (entry, mid, and advanced), support practicing health leaders with academic research, define continuous learning opportunities, and increase the diversity of health leaders. The competency model includes the technical and behavior characteristics of medical, administrative, and nursing leaders. This summary is adapted exclusively from the "NCHL Health Leadership Competency Model – Summary" published in 2005 by NCHL.
The NCHL health leadership competency model was build using feedback from leaders in the industry who displayed the six aims to improve healthcare identified in the Institute of Medicine’s Crossing the Quality Chasm (2001). These individuals led in organizations that provided safe, effective, patient-centered, timely, efficient, and equitable health care. In addition to this quality rigor, the Hays group identified top industry futurists and thinkers to ensure the competency model would apply to state-of-the-art medicine and health delivery concepts of the future. These commentators found six dominate trends that would drive the state of health in the 21st century.
1. The US will become part of a global system focusing on wellness and preventive care worldwide. Patients will receive care from “virtual” centers of excellence around the world.
2. Deeper understanding of the human genome will create exciting new forms of drugs that will prevent disease from developing. Treatment will evolve from disease management to prevention or minimalization.
3. As the “baby boomers” become senior citizens around 2020, the issue of rising costs, resource allocation, and priorities will be exacerbated.
4. Fueled by access to information through the World Wide Web, people will take more self‐management of their personal health decisions and demand that the system treat them as customers rather than users.
5. Most Americans will receive care from specialized centers for chronic diseases (cancer, women’s health, heart, etc.).
6. Standard diagnostic health will largely be electronic, with people conducting their own “doctor visits” from home through miniature data collection and monitoring devices.
As the Hays group conducted research for the model, many leaders asked if a health specific leadership model was necessary. Despite the prolific existing non industry specific models, it was determined that an industry specific model was required for several reasons. First, the industry demanded a unique model because the end customer is the entire range of humanity. Second, successful health organizations are mission and value driven. Third, the health industry is very complex and requires consensus building more than most industries. Finally, the group determined that the health industry was particularly challenging for leaders to develop work climates that motivated high quality, patient-centered care while retaining talent.
With the feedback from successful leaders in health, a vision of the future, and a valid need for an industry specific model, the NCHL Health Leadership competency Model was developed. The model is represented by three converging circles representing three domains. In each individual domain’s circle are listed the 26 respective competencies. Where the circles converge, health leadership is formed. The three domains are Transformation, Execution, and People. Of the 26 competencies, only 8 are technical such as financial skills while the remainders are behavioral competencies.
Transformation is the first domain. This domain is “visioning, energizing, and stimulating a change process that coalesces communities, patients, and professionals around the models of healthcare and wellness”. This domain includes seven competencies.
1. Achievement Oriented: In this model, leaders are concerned with exceeding standards or existing benchmarks. This competency is valid from the individual through the organizational level
2. Analytical Thinking: This competency includes the ability of an individual to break a task into smaller, sequential, and achievable parts. It also includes an ability see the “big picture”.
3. Community Orientation: The competency is about aligning individual and organizational priorities with those of the community. This competency is the lynch pin to community based wellness.
4. Financial Skills: This describes the ability to understand and communicate the financial health of organizations and the financial impacts of decisions.
5. Information Seeking: Other models would call this the lifelong learner.
6. Innovative Thinking: This includes applying complex concepts and developing creative solutions for breakthrough thinking in the field.
7. Strategic orientation: This competency is the ability to draw implications and conclusion in light of the current environment to guide an organization to long-term success.
The second domain of the NCHL leadership competency model is execution. Execution is the “translating vision and strategy into optimal organizational performance”. This domain contains 11 competencies.
1. Accountability: Holding people accountable for their actions to ensure the long term health of the organization.
2. Change Leadership: Energizing others to change when needed.
3. Collaboration: Working cooperatively with others while accomplishing the mission.
4. Communication: Ability to convey ideas appropriately and professionally in written and spoken form.
5. Impact and influence: The power of persuasion.
6. Information Technology Management: Understand the use of technology and continually improve existing processes / infrastructure.
7. Initiative: Thinking ahead of the problems and opportunities that will present themselves to organizations.
8. Organizational Awareness: Understanding the formal and informal decision processes / cycles in an organization.
9. Performance management: The use of statistical and financial methods and metrics to measure performance and improve and organization based on evidence.
10. Process management and organizational design: Implementing the principles of quality management and customer satisfaction to improve the organization / outcomes.
11. Project management: The management of long-term projects.
The third domain of this model is People. This domain is devoted to creating an organizational climate that values employees. It includes understanding how leaders impact the organization and how to maximize the capabilities of others. This domain includes eight competencies.
1. Human Resources Management: Staff development and other current best practices that comply with legal and regulatory requirements and optimize performance.
2. Interpersonal Understanding: Ability to read and understand the non-verbal communication of others.
3. Professionalism: Ethical and professional practices and stimulating social accountability and community stewardship.
4. Relationship Building: Establish, build, and sustain professional contacts to build networks of people with similar goals and interests.
5. Self-confidence: Belief and conviction in one’s one abilities.
6. Self-development: Accurately see one’s own strengths and developmental needs and willingness to address those needs.
7. Talent development: Drive to build depth and breadth of the organization’s human capability.
8. Team leadership: See oneself as a leader and form a team and hold the members accountable for results.
The NCHL Health Leadership Competency Model is built to address the specific needs of a health leader in the 21st century. The model was built using feedback from industry leaders and a vision of the future. The three domains include transformation, execution, and people. The domains contain a total of 26 competencies. The model places a lot of emphasis on the behavior components of leadership and less (only eight competencies) on technical skills. While the model claims to be of value in an academic setting, many of the behaviors identified in the model can only be learned in application. However, that is the only critique and the model as a whole seems focused on the transformational leaders who will lead the health industry into the next century.
The NCHL health leadership competency model was build using feedback from leaders in the industry who displayed the six aims to improve healthcare identified in the Institute of Medicine’s Crossing the Quality Chasm (2001). These individuals led in organizations that provided safe, effective, patient-centered, timely, efficient, and equitable health care. In addition to this quality rigor, the Hays group identified top industry futurists and thinkers to ensure the competency model would apply to state-of-the-art medicine and health delivery concepts of the future. These commentators found six dominate trends that would drive the state of health in the 21st century.
1. The US will become part of a global system focusing on wellness and preventive care worldwide. Patients will receive care from “virtual” centers of excellence around the world.
2. Deeper understanding of the human genome will create exciting new forms of drugs that will prevent disease from developing. Treatment will evolve from disease management to prevention or minimalization.
3. As the “baby boomers” become senior citizens around 2020, the issue of rising costs, resource allocation, and priorities will be exacerbated.
4. Fueled by access to information through the World Wide Web, people will take more self‐management of their personal health decisions and demand that the system treat them as customers rather than users.
5. Most Americans will receive care from specialized centers for chronic diseases (cancer, women’s health, heart, etc.).
6. Standard diagnostic health will largely be electronic, with people conducting their own “doctor visits” from home through miniature data collection and monitoring devices.
As the Hays group conducted research for the model, many leaders asked if a health specific leadership model was necessary. Despite the prolific existing non industry specific models, it was determined that an industry specific model was required for several reasons. First, the industry demanded a unique model because the end customer is the entire range of humanity. Second, successful health organizations are mission and value driven. Third, the health industry is very complex and requires consensus building more than most industries. Finally, the group determined that the health industry was particularly challenging for leaders to develop work climates that motivated high quality, patient-centered care while retaining talent.
With the feedback from successful leaders in health, a vision of the future, and a valid need for an industry specific model, the NCHL Health Leadership competency Model was developed. The model is represented by three converging circles representing three domains. In each individual domain’s circle are listed the 26 respective competencies. Where the circles converge, health leadership is formed. The three domains are Transformation, Execution, and People. Of the 26 competencies, only 8 are technical such as financial skills while the remainders are behavioral competencies.
Transformation is the first domain. This domain is “visioning, energizing, and stimulating a change process that coalesces communities, patients, and professionals around the models of healthcare and wellness”. This domain includes seven competencies.
1. Achievement Oriented: In this model, leaders are concerned with exceeding standards or existing benchmarks. This competency is valid from the individual through the organizational level
2. Analytical Thinking: This competency includes the ability of an individual to break a task into smaller, sequential, and achievable parts. It also includes an ability see the “big picture”.
3. Community Orientation: The competency is about aligning individual and organizational priorities with those of the community. This competency is the lynch pin to community based wellness.
4. Financial Skills: This describes the ability to understand and communicate the financial health of organizations and the financial impacts of decisions.
5. Information Seeking: Other models would call this the lifelong learner.
6. Innovative Thinking: This includes applying complex concepts and developing creative solutions for breakthrough thinking in the field.
7. Strategic orientation: This competency is the ability to draw implications and conclusion in light of the current environment to guide an organization to long-term success.
The second domain of the NCHL leadership competency model is execution. Execution is the “translating vision and strategy into optimal organizational performance”. This domain contains 11 competencies.
1. Accountability: Holding people accountable for their actions to ensure the long term health of the organization.
2. Change Leadership: Energizing others to change when needed.
3. Collaboration: Working cooperatively with others while accomplishing the mission.
4. Communication: Ability to convey ideas appropriately and professionally in written and spoken form.
5. Impact and influence: The power of persuasion.
6. Information Technology Management: Understand the use of technology and continually improve existing processes / infrastructure.
7. Initiative: Thinking ahead of the problems and opportunities that will present themselves to organizations.
8. Organizational Awareness: Understanding the formal and informal decision processes / cycles in an organization.
9. Performance management: The use of statistical and financial methods and metrics to measure performance and improve and organization based on evidence.
10. Process management and organizational design: Implementing the principles of quality management and customer satisfaction to improve the organization / outcomes.
11. Project management: The management of long-term projects.
The third domain of this model is People. This domain is devoted to creating an organizational climate that values employees. It includes understanding how leaders impact the organization and how to maximize the capabilities of others. This domain includes eight competencies.
1. Human Resources Management: Staff development and other current best practices that comply with legal and regulatory requirements and optimize performance.
2. Interpersonal Understanding: Ability to read and understand the non-verbal communication of others.
3. Professionalism: Ethical and professional practices and stimulating social accountability and community stewardship.
4. Relationship Building: Establish, build, and sustain professional contacts to build networks of people with similar goals and interests.
5. Self-confidence: Belief and conviction in one’s one abilities.
6. Self-development: Accurately see one’s own strengths and developmental needs and willingness to address those needs.
7. Talent development: Drive to build depth and breadth of the organization’s human capability.
8. Team leadership: See oneself as a leader and form a team and hold the members accountable for results.
The NCHL Health Leadership Competency Model is built to address the specific needs of a health leader in the 21st century. The model was built using feedback from industry leaders and a vision of the future. The three domains include transformation, execution, and people. The domains contain a total of 26 competencies. The model places a lot of emphasis on the behavior components of leadership and less (only eight competencies) on technical skills. While the model claims to be of value in an academic setting, many of the behaviors identified in the model can only be learned in application. However, that is the only critique and the model as a whole seems focused on the transformational leaders who will lead the health industry into the next century.
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