All new sessions will teach you how to turn current and future challenges into opportunities for capturing greater value in the modern patient cycle of care.
Resident and Young Physician Leadership Program
Thursday, Sept. 10– 6:00 pm - 9:00 pm Program Details Coming Soon!
Leading in a Connected World: How More Successful People Thrive through Networks Today
Friday, Sept. 11– 8:45 am - Noon (Rob Cross, MBA, PhD)
We radiologists often consider ourselves as essential and critically connected nodes in the delivery of healthcare; we know that little happens without our involvement or contributions. As such, we are both aware of and plugged into healthcare delivery networks. In the radiology workplace as elsewhere, collaborative intensity of work has exploded over the past decade making networks of both formal and informal relationships increasingly the means by which organizations create value and drive innovation. However, most leaders have only a vague idea of the networks around them and often don’t consider the possibility of trying to manage them to boost their success. Contrary to popular belief, performance is not enhanced by simply building a big network but rather one that is managed across three key dimensions. First, a network’s structure is critical: top performers have a greater tendency to position themselves at key points in a network and to leverage their position when implementing plans. Second, the nature of the relationships in the network is important to performance: top performers tend to invest in relationships that extend their expertise and help them avoid or correct learning biases. Third, specific behaviors are necessary to build and use a network effectively: top performers engage in behaviors that lead to high-quality relationships—not just big networks.
Case Study Breakouts for Academic and Private Practice Radiologists
Friday, Sept. 11– 1:30 - 5 pm (Lawrence R. Muroff, MD, FACR and Geoffrey D. Rubin, MD, MBA, FACR)
Explore real-life cases of common problems faced by practice leaders, including succession planning, eroded skill sets, problematic radiologists, quality programs, national radiology company competition, and practice policies. Questions will be provided for registrants to discuss and answer.
- Discuss common challenges and experiences with a national network of peers
- Learn new and practical means of dealing with issues and opportunities
- Describe QA/QI options that are appropriate for radiology practices
Creating Financial Value
Saturday, Sept. 12– 8:30 am - 12:00 pm (Jerome Taillard, PhD)
Proper capital budgeting, whether for large capital investment, small capital investments, or as part of new service delivery models is essential to creating financial value. Essential capital purchases are central to the delivery of radiology care. In this session, we develop the basic principles of capital budgeting and apply them to the valuation and selection of projects. We will cover the three most commonly used capital budgeting methods in corporate America: NPV, IRR, and payback rule. These methods will lead us to explore the key concepts of free cash flows and cost of capital.
We will apply these concepts by performing a capital budgeting exercise in groups using Excel. We will then determine the ranking of projects in the context of project selection. Lastly we will compare our findings with what is done in practice by taking a deep dive in the capital budgeting practices of Stryker Corporation, as one notable example.
Leader as Coach
Saturday, Sept. 12– 1:30 pm - 5:00 pm (Scott Taylor, MBA, PhD)
In seeking to grow and develop oneself, and to create a sustained culture of excellence, it is clear that mentoring, coaching, and training are three separate domains deserving of attention and implementation by a broad range of organizations. More than ever before, managers are specifically being called on to coach others toward employee development. One set of authors recently described what is occurring this way: “Twenty-first-century managers simply don’t (and can’t!) have all the right answers. To cope with this new reality, companies are moving away from traditional command-and-control practices and toward something very different: a model in which managers give support and guidance rather than instructions, and employees learn how to adapt to constantly changing environments in ways that unleash fresh energy, innovation, and commitment. The role of the manager, in short, is becoming that of a coach” (Ibarra & Scoular, Harvard Business Review, Nov./Dec., 2019) Yet historically those responsible to develop others in organizations have primary relied on traditional approaches that focus on identifying and correcting weaknesses and telling others what they should do (i.e., having all the right answers). The goal of these attempts was ultimately to get compliance to desired standards of excellence. Unfortunately, the research is clear that the results of coaching for compliance or coaching for performance often yield little sustainable change or even improvement when the desired outcome is improving leadership capability, commitment, or innovation. The coaching for development approach presented in this session is a proven model that that engages mindfulness, hope and compassion to foster greater leader capability. Starting with defining a leadership vision, each stage of discovery in the coaching for development model provides new insight that motivates and challenges the coachee toward their desired outcomes, for themselves as well as the people and organizations they lead. The coach’s role in this approach guides and facilitates the learning process.
Sunday, Sept. 8 – 8:30 am - Noon (Lakshmi Balachandra, MBA, PhD)
Negotiation is amongst the most critical skill for any leader in any domain; whether we are mindful or engage subconsciously, we radiologists engage in a variety of negotiations on a routine basis The ability to negotiate favorable agreements—with customers, partners, investors, suppliers, and colleagues—remains a vital leadership skill. To understand the nature of negotiation and to improve our negotiation skills should therefore serve to benefit us whether as individual practitioners or as current or future managers. In this session, you will have the opportunity to expand your understanding of the process and strategy behind negotiations and begin to further develop your ability to effectively use negotiations in your daily life as a leader. The analytical tools and interpersonal techniques of negotiation theory have been identified and refined over 50 years, providing methodologies for dealing effectively with different bargaining styles and tactics.