 
Leadership Workshop
The Advanced Cardiovascular Leadership Workshop is a program designed to allow practice management, physicians and administrative leaders, the ability to identify individual issues and improvement opportunities and leave with sharing of real life experiences and a customized action plan for themselves and their practice's future. This workshop covers many of the key aspects that define successful leaders and leadership skills and strategies. This workshop has been developed to provide our industry with tools and answers to problems that many of us are trying to solve individually and within our own practices. Advanced Cardiology Leadership Workshops Program dates offered November 20-21, 2008 The Fairmont Hotel San Francisco, CA (rescheduled from August 21-22, 2008) Early 2009 Heart House, ACC Headquarters Washington, DC (rescheduled from November 6-7, 2008) Click here to select conference  Leadership Workshop BrochureThe ACC and MedAxiom host this 2-day intensive learning experience for today's cardiology leaders. By working together, and identifying and documenting best practice solutions, we can collectively increase our knowledge and provide better leadership in our organizations, ultimately offering better service to our patients and referring physicians. It will be an environment where new, emerging leaders can be exposed to the leading body of knowledge in this area, and will also be appropriate for seasoned leaders to refine their skill set to take their practices to the next level. 
The Advanced Cardiology Leadership Workshops is a practice administrator and physician leader educational program that brings the expertise of MedAxiom's senior leaders and their collective membership's best practices together to educate and train participants to become more effective leaders within their organizations. This program is being developed and executed as part of the strategic partnership between The American College of Cardiology (ACC) and MedAxiom. The outcomes of these programs will further advance the cardiology field as leaders in healthcare practice management and create an atmosphere of teamwork amongst the industry. Educational grants provided by:   Programs topics will include: The Essence of Leadership A practice leaders' role is to inspire their followers and create an environment where the mission, vision and goals are being regularly obtained. In doing so, great leaders can often be measured by their magnitude of influence, the duration of their impact, and the number of people they influence. In fact, great leaders often get more out of their followers than their followers are required to give. This workshop will focus on how effective leaders build trust and commitment in their followers. It explores techniques in creating focus, momentum and commitment towards a shared vision. This workshop also provides insights and techniques being used by cardiology practice leaders in some of the leading practices in the United States. Optimum Governance & Decision-making Models Many cardiology practices have inefficient and ineffective decision-making models that do not serve their practices well. Furthermore, the "division of responsibility" between the shareholders, elected Board, board sub-committees, CEO, and administrative staff are ill defined. These common leadership maladies can be resolved through the application of organizational principles, the restructuring of the by-laws, and the application of leadership within each practice. Practices do have a nascent, if not unrealized, potential to create structures and understandings that will more easily allow the production of decisions that are generally correct (no governing body makes the right decisions 100% of the time). Further, through optimized structuring, those decisions can be made in a timeframe causing maximal positive impact for the group. Making the right decision a year too late for example - wastes some of the positive impact that would have accrued to the group had the decision been made more efficiently and within the context of a larger strategic plan. Effective governance structure, supported by the vast majority of practice constituents, produces decisions and actions that will competitively differentiate the cardiology practice. Therefore, great leadership translates itself into a more stable group and a better competitive position. The opposite is also true. It is the intent of this section to provide the building-blocks for the creation of a new "decision making factory" within cardiology practices that differentiates, provides competitive advantage, and transforms the culture of the organization. Creating a Successful Strategic Plan The health care industry is in the midst of experiencing sweeping changes that are having a profound effect on a practices ability to survive and thrive in the years ahead. Careful consideration of these environmental influences combined with a keen awareness of a practices internal data and trends is more important than ever. This workshop focuses on identifying the key data and issues that should be considered in the development of an effective strategic plan. It provides the practice with a template to use when producing or contracting out the creation of their own strategic plan. A thorough analysis of industry trends and opportunities will also be provided to the participants. It is important to have key stakeholder support in the creation as well as in the execution of the plan. The program will also explore issues to consider to more effectively drive the successful implementation of the plan. Changing the Culture to Drive the Strategy The culture of a practice often creates an environment that makes successful strategy implementation difficult to achieve. Practices often need to take a step back to analyze these cultural issues and gain philosophical agreement before they can move forward with their strategic goals. This workshop identifies techniques to clarify the practices understanding of what the physician provides to the practice (the give) as well as the physician's expectations of what the practice provides (the get). Changes in the practice environmental conditions often change the expectations in both of these areas, and revisiting this to gain consensus is often a key area that needs to be addressed before a practice can move forward on their goals. Successful Communication Strategies and Tactics A major component of leadership and team development depends on the ability to facilitate different kinds of conversations and different kinds of relationships. Success in completing goals is dependent upon a leaders ability to work with others and build key relationships to complete the numerous tasks that are a part of the plan. The words and language we use in conversation can either open up or close down opportunities to build these relationships. In this module we focus on helping participants facilitate different kinds of conversations and reframing how we interact with others to get things done. These powerful behaviors are the key to success in any business or life context and will serve as the foundation for a practices success in completing their goals. Contemplating and managing the "External" Environment The cardiology practice has to manage its internal operation in order to optimize outcomes, and meet the needs of its various constituencies. What are those "external" constituencies, and how can they be kept satisfied or managed? All of the external relationships are important, but the patient, as a constituent, is ultimately the most important. What does the patient want? What does the patient need? How can you offer service to the patient that is second to none? Creating measurable and superior quality experiences for the patient will ultimately be at the heart of external constituent success. If the patient demands your service, the others constituents will come more into line. Other important relationships include the hospital, the referring physicians, the payers, the employers, and the government (both state and Federal). This section of the Institute will focus on developing strategies around each external relationship. It should not be forgotten that all staff members are an extension of the physicians within the practice, including: reception, billing, clinical, technical, and administrative staff. In interacting with the staff, the external world senses that they are interacting with the physicians. Focusing on respecting, training, and supporting all staff components will be critical to accomplishing relationship objectives. In fact, the recognition that the support staff is indeed central to accomplishing the mission and objectives of the organization is one of the first steps towards achieving full practice potential. Learning Objectives Attendees will be led through a facilitated seminar including small group analysis, evaluation and synthesis of experiences and real-world examples. Participants will be leave with customized action plans for continued improvement. At the end of this program, you will be able to:
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