Leadership Development Slides rev

Information about Leadership Development Slides rev

Published on January 7, 2008

Author: brod

Source: authorstream.com

Content

National Trends in Leadership Development Views from leaders in addictions treatment and recovery:  National Trends in Leadership Development Views from leaders in addictions treatment and recovery Prepared on behalf of SAMHSA/CSAT by TASC, Inc. Disclaimer:  Disclaimer The opinions presented herein are the views of the report authors and the interviewees, and do not necessarily reflect the official position of SAMHSA/CSAT nor any other part of the U.S. Department of Health and Human Services. Current State of Leadership in the Addiction Treatment Field:  Current State of Leadership in the Addiction Treatment Field Early leaders nearing retirement No formal plan for leadership transition No culture of leadership and leadership development within the field Differing views on key issues Medication-assisted treatment Standardized treatment Outcome measures Role of recovery movement Partners for Recovery:  Partners for Recovery Broad-based collaborative effort to advance the addiction treatment field Part of ongoing coordinated policy conversations by SAMHSA/CSAT Leadership development is one of key priorities of Partners for Recovery Goal is to ensure the continuing evolution of leadership and viability of the field on service and policy levels Taking Stock – Process:  Taking Stock – Process SAMHSA enlisted TASC to interviewed 36 recognized leaders in: Treatment State and federal policy Policy generally Recovery Research Training Medical field Professional organizations Interviewees: - averaged 23.9 years in field - anticipated an average of 10.7 years to retirement Taking Stock – Interview Questions:  Taking Stock – Interview Questions What attributes/skills are most critical to your success? What is the future environment for the addiction treatment field? What talent is needed to meet future demands? Does talent already exist? What potential needs to be developed? Taking Stock – Interview Questions:  Taking Stock – Interview Questions What is the impact of leadership diversity, stigma, compensation, leaders in recovery on recruitment and leadership development? What action plans are needed to drive field into future? How are you currently developing talent internally? What are your plans for leadership transition? Survey Findings:  Survey Findings The following slides summarize the input provided by 36 leaders in the field who are nearing retirement. Assessment of Environmental Trends:  Assessment of Environmental Trends Respondents cited: Tighter funding and regulatory environment Research increasingly becoming basis for funding and policy Addiction treatment increasingly blended with mental health and primary care Impact of stigma Funding and Regulatory Environment – Issues cited by respondents:  Funding and Regulatory Environment – Issues cited by respondents Managed care constraints on treatment practices and quality of care High-tech efficiencies replacing face-to-face interaction Greater emphasis on certification, documentation Greater expectations and accountability for outcomes Greater competition as other fields become involved Funding and Regulatory Environment – Recommendations offered by respondents:  Funding and Regulatory Environment – Recommendations offered by respondents Diversification of funding streams Integration of treatment services into public and private funding Workforce and leadership equipped to deal with funding/regulatory changes Research to define optimal treatment levels and inform policy Research-Based Accountability – Issues:  Research-Based Accountability – Issues Outcome studies will increasingly shape policy and funding Greater accountability for specific, quantifiable outcomes Increasing knowledge of impact of addiction on brain functions Improving technology for treatment Field becoming more scientific – more options for standardization in diagnosis and treatment Research-Based Accountability – Recommendations offered by respondents:  Research-Based Accountability – Recommendations offered by respondents Additional studies on cost effectiveness and cost benefits Pair naturalistic case studies with clinical experiments Leaders who think broadly and can apply research to practice and communicate findings and implications Improve field’s capacity to integrate research into practice more quickly Connection to Mental Health and Primary Care:  Connection to Mental Health and Primary Care Greater understanding of pervasiveness of addiction treatment issues in other clinical contexts Integration with mental health and primary care is logical and necessary Addiction screening as part of primary care Physical screening as part of treatment SOP Separate fields are aligned but distinct Continue to define professional standards specific to addiction treatment Public Attitudes and Stigma:  Public Attitudes and Stigma Disagreement over whether stigma concerns are getting better or worse Field must continue to present substance use disorders as a health issue Field must demonstrate dependable measures of treatment outcomes Field must be visible in public dialogue about addiction treatment issues Other Themes and Trends:  Other Themes and Trends Growing role of recovery movement Changes in workforce due to increasing certification requirements Need to use technology to share information Identifying and Fostering Leadership Competencies:  Identifying and Fostering Leadership Competencies Leaders must be clinicians and business people, i.e. understand: Financing Contracting Property management and acquisition Leadership involves big picture vision and ability to move others forward Management involves infrastructure, organization, product development and team-building Top 10 Leadership Skills and Competencies:  Top 10 Leadership Skills and Competencies Passion, commitment, belief in the cause and a tenacious approach Interpersonal and collaboration skills – ability to move toward consensus Vision for field and focus on key goals Solid experience and expertise based on longevity in field and interdisciplinary training Policy savvy/ability to be at right tables and garner support of key decisionmakers Top 10 Skills (Continued):  Top 10 Skills (Continued) Integrity, honesty and credibility Curiosity and drive and ability to motivate others Flexibility and patience Ability to communicate complex ideas clearly and effectively Taking risks and translating learning into action Acquiring Leadership Skills:  Acquiring Leadership Skills Leadership can be learned Self-taught through reading and developing skills over time in the field Mentoring and supervisory relationships key to fostering culture of leadership Current Challenges to Developing Leaders:  Current Challenges to Developing Leaders Few leadership development training opportunities within field No defined management training tracks or “career ladders” Moving clinical line staff into management without management training Broader field does not have a blueprint for advancement between leadership levels (i.e. local, state, federal) Current Challenges to Developing Leaders (cont.):  Current Challenges to Developing Leaders (cont.) Current mechanisms do not promote diversity Low compensation creates high turnover Stigma toward field generally Opportunities for Developing Leadership Within Organizations:  Opportunities for Developing Leadership Within Organizations Dedicated leadership training Recruitment with emphasis on diversity and inclusion of recovering voices Target early career involvement Develop passion and technical expertise concurrently Internal communication to promote learning and mentoring Opportunities for Developing Leadership in Key Areas:  Opportunities for Developing Leadership in Key Areas Researchers Become more proactive in advancing policy Promote relationship between academic institutions and local communities Engage providers in a culture of using research to improve practice Offer incentives to bring top researchers to addiction treatment projects Mentor young researchers Opportunities for Developing Leadership in Key Areas (cont.):  Opportunities for Developing Leadership in Key Areas (cont.) Primary Care Clinicians Develop capacity for assessment and treatment of substance use disorders Offer incentives for training in substance use issues Incorporate addiction issues into medical academia Opportunities for Developing Leadership in Key Areas (cont.):  Opportunities for Developing Leadership in Key Areas (cont.) People in recovery Being in recovery not necessarily sufficient for a leadership position Increased certification requirements may marginalize non-certified staff in recovery Provide training opportunities specifically for people in recovery Create avenues for people in recovery to become spokespeople for field Opportunities for Developing Leadership in Larger Field Context:  Opportunities for Developing Leadership in Larger Field Context Collaboration with external partners Develop allies and advocates in other fields Expand view of what constitutes “the field” Collaboration within field Relationships across geographic regions Networking conferences Recruitment Address “generational” gaps in motivation for working in the field Transition of leadership Necessity of a field-wide effort to facilitate transition to next generation Summary of Major Themes:  Summary of Major Themes We must: Identify, attract, train, mentor, and retain individuals with passion and commitment to field Developing cultures of leadership within our organizations Coordinate leadership development efforts Articulate and embrace the common ground of a diverse field Call to Action:  Call to Action Planning for transition needs to occur now Intentional leadership development needs to occur now Addiction treatment field must develop and implement coordinated strategies for identifying and preparing next generation of leaders

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