LENS Councils


 

The Leadership Excellence Networks (LENS) Councils are interorganizational collaborative efforts of leading hospitals and health systems from across the country. 

Diversity & Inclusion

The goals of the D&I Council involve identifying and spreading best practices in pursuing diversity leadership best practices across LENS members and other organizations. Over the years, the D&I Council has developed a Compendium of D&I Scorecard Measures, D&I Succession Planning Toolkit, Employee Resource Groups Guidebook, Mentoring Program Guide, and an Unconscious Bias Lunch & Learn module. The Council has also focused its learning on improving supplier diversity, evaluating incentive compensation methodologies, providing interpreter services, engaging physicians in cultural competency efforts, creating mentor programs, implementing Healthcare Equality Index best practices, collecting REaL data, serving transgender patients, cultural competence, community partnerships, women in leadership, transgender benefits, equity of care, and employment for returning citizens, pipeline strategies, race relations, and benchmarking. In 2018, the D&I Council launched a strategic planning process for broadening impact, benchmarking/metrics, and education and planning. D&I Council time and resource commitment: Two face-to-face meetings (one prior to a conference of interest to the Council members and one held in conjunction with the annual NCHL conference in November in Chicago), plus a monthly teleconference in the off-months.

Inter-Organizational Coaching

The Coaching Council offers an opportunity for leaders to both dive into the strategic importance of coaching in healthcare organizations, to utilize the Interorganizational Coaching Exchange, and to participate in an annual coach certification program. The Exchange is an innovative opportunity that provides cross-organizational executive coaching, matching internal coaches from one LENS organization with clients from another LENS organization. LENS members have reported an average savings of $12,000 per coaching engagement versus hiring an external coach.   In 2017, the Coaching Council launched its first cohort of LENS coaches into an ICF coaching certification program run by Coach Academy International. This program takes place in person over 8 days and costs LENS participants a per person discounted rate, which includes all session materials, mentor coaching, and training. Since that time a two additional cohorts have completed the certification program, and a fourth cohort will launch in 2020. Coaching Council time and resource commitment: Participation in monthly teleconferences, including the rotation of continuing coaching education calls and planning calls. Two in-person meetings occur in spring and in conjunction with the annual NCHL conference in November.

Physician Leadership Development

Since 2013, this Council has focused on aspects of physician development that are of great importance in the changing health ecosystem: preparing physicians for senior roles, developing the next generation of physician leaders, physician wellness and burnout, leadership program outcomes and metrics, and physician succession planning. Work of the Council has contributed to a white paper on physician leadership best practices and three case studies highlighting exemplary PLD programs.   In 2018, the PLD Council’s interorganizational learning centers on the topics of: physician burnout and wellness, leadership development for chief residents, dyadic leadership, building strong PLD programs, and the creation of a physician-specific 360 degree assessment tool. The pilot for use of the 360 assessment will launch in 2019. PLD Council time and resource commitment: Participation in monthly teleconferences and a half-day meeting in conjunction with the annual NCHL conference in November. The Council is interested in adding an additional in-person meeting in spring to be held at a member site.

 

Talent Metrics, Analytics, & Planning

Based on member feedback, the group expanded the work of this Council to include:  

  • Analytics – sharing experiences with specific approaches to talent metrics and analytics, identifying areas of need, and looking for alternative approaches
  • Strategic workforce planning – strengthening capabilities for assessing future workforce needs
TMAP Council time and resource commitment: Participation in monthly teleconferences (to accommodate this diversity of interests, we propose a meeting sequence that alternates between analytics and planning topics every other month) and two in-person meetings (a full-day meeting in spring or summer and a half-day meeting in conjunction with the annual NCHL conference in November).