You Spoke, We're Acting- BWH Bulletin - For and about the People of Brigham and Women's Hospital
You Spoke, We're Acting- BWH Bulletin - For and about the People of Brigham and Women's Hospital
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April 23, 2001
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In This Issue:
Team Brigham Triumps at Marathon
You Spoke, We're Acting
April 27 Marks the Start of BWH’s New Dialing System
New Books Authored by BWH Physicians
A Special Ribbon Cutting
Parking Reminder
"Prevent Violence Against Women"
Save the Date
Defining leadership and how to develop leaders at BWH is a daunting task. The Leadership Survey Action Team has been working together since October to analyze data on leadership from both the Staff Survey and other staff feedback to explore opportunities to promote effective leadership at BWH. "From the time of the group’s initial team training sessions, it was clear that our task would not be an easy one," said Maria Damiano, director of operations for Multidisciplinary PACS. "Because leadership is often hard to define, considerable discussion revolved around how to make our efforts lead to something practical and long lasting which would serve the organization and its employees well, today and into the future." Led by Karen Purdy-Reilly, an ASCEND graduate and director of Food Services, and Jeff Pike, senior analyst, Finance, the team first gathered research on leadership from web sites, articles and current literature. Using the research, data and experience, the team then identified a list of the key knowledge, skills, and abilities that leaders should have and began working on a team identified set of proposed outputs which encompass many areas. "The opportunity to work and network with other staff that you would not normally work with is always a refreshing experience," said Purdy-Reilly." It has been invigorating participating on this team with so many enthusiastic people to tackle the multi-dimensional topic of leadership". The team debated the difference between leadership and management, grappled with how to involve all levels of staff in decision-making and how, in particular, to reach the front line staff with its efforts. Some of the Survey data considered by the Leadership Team included:
Poor performance is tolerated at BWH (40 percent favorable);
Manager Effectiveness (58 percent favorable);
Embracing Change (47 percent favorable);
Respect for the Individual (57 percent favorable);
Staff Development (57 percent favorable); and
Manager Effectiveness (58 percent favorable).
Specific items that pertained to the group were those indicated in the "areas for improvement" identified by survey findings:
Staff are rewarded for going "above and beyond" for the patients and other customers at 30 percent favorable;
BWH considers the impact of change on staff at 30 percent favorable;
BWH recognizes and values the contributions of every individual at 37 percent favorable;
Poor performance is not tolerated at BWH at 40 percent favorable;
Overall, I feel that my contributions are recognized and rewarded at 47 percent favorable; and
My manager provides me with timely recognition at 50 percent favorable.
The process of initial discussion and research served as the basis for the following improvements:
a competency model and a leadership value statement;
enhanced performance appraisal processes;
enhanced leadership development and training programs; and
manager/leader resource guide
The team’s progress occurred in tandem with the BWH Hospital Management Committee’s leadership development process, a result of survey findings that indicated that staff felt that hospital senior leaders needed to function better as a team. Senior leaders involved with the Leadership Team brought this insight and their experiences at BWH and other organizations to the group meetings. Matt Van Vranken, chief operating officer and Cheryl Locke, vice president of Human Resources, served as executive sponsors, while Martha Pyle Farrell, director of special projects and Roger Deshaies, chief financial officer, acted as executive liaisons. Other Leadership Action Team members include Kevin Coughlin, Ambulatory Services; Heidi Douglas, Neurology; Sandra Gould, Office for Women’s Careers; Michael Gustafson, Surgical Service and QMS; Lesley Downey, Human Resources; Katherine McManus, Nutrition; Christine Novata, Human Resources; Tricia Oliver, Public Affairs; Nelda Quigley, Volunteer Services; Julie Rabinovitz, Women, Family and Community Services; Susan Roux, Development; and Lynne Simonelli, Care Coordination.