There is a clear need for agile and effective change agents in today’s rapidly changing health care environment. Managers are uniquely positioned within organizations to play a pivotal role in informing and accelerating organizational transformation, but they often need support in developing the fundamental insights, skills, and competencies to lead change.

Managing to Leading was a two-month accelerated health care leadership development program for transforming emerging and middle managers into informed leaders. Healthforce Center at UCSF managed the bootcamp that was funded by the Gordon and Betty Moore Foundation.

Program Details

Elements of the Managing to Leading Bootcamp program included:

• In-person seminars. Two dynamic seminars, one lasting three days and one lasting two days, were taught by faculty with decades of experience in both health care and leadership development. These interactive seminars consisted of case-based and experiential learning activities that facilitated the application of new skills in the workplace.
• Executive coaching. Executive coaching was provided to participants in small groups both at the in-person seminars and during the intersession time period. Coaches supported participants in identifying key developmental areas, coached them through their experimentation with new skills and behaviors, and facilitated participants’ reflections on their learning.
• Personalized leadership development plan. Using the results of their diagnostic tools (e.g., 360º feedback and Myers-Briggs Type Indicator), and with support from their coach and peers, participants created a leadership development plan that highlighted leadership strengths and areas for development, identified one or more leadership skills to improve, and detailed an action plan for experimentation and feedback.
• Intersession activities. Between the two core seminars, participants completed selected readings, participated in practical applications of seminar topics, and connected virtually with their executive coach and small peer group.

The curriculum was delivered through a multi-faceted approach that included:

• Knowledge acquisition (didactics, readings)
• Experiential simulation (role plays, case studies)
• Support in the application of skills and time for reflection and feedback (executive coaching in small group settings)

The program covered the following topics through seminars and intersession activities:

• Self-awareness and change
• Change management
• Influence and power
• Giving and receiving feedback
• Conflict and difficult conversations
• Communicating up, down, and sideways
• Motivating and developing others
• Accountability and overcoming resistance

Healthforce Center has since developed a year-long program for community health center leaders in Los Angeles based in part on this earlier version; see details on Managing to Leading.