Phoenix Leadership The Healthcare Executive’s Strategy for Relevance and Resilience

Today?s healthcare leaders are facing challenges unlike ever before. New healthcare laws, reimbursement models and regulations unnerve even the most senior of leaders resulting in increasingly shorter tenures of those in leadership positions. The modern healthcare leader needs to be increasingly resilient but all relevant to their organizations and the industry.

Phoenix Leadership: The Healthcare Executive?s Strategy for Relevance and Resilience provides a brand new, innovative concept, that of the Phoenix Leader, with proven strategies and approaches to evolve your leadership approach to one that is flexible, powerful and effective. The attributes of the Phoenix Leader include:

• A strong sense of self
• Effective interpersonal relationships
• Ability to build an empowered workforce
• Innovative
• Resilience

This book introduces a brand-new paradigm created by Val Gokenbach for leadership in complex organizations and provides effective strategies that will guide leaders in the healthcare field. Val possesses a doctoral degree in Management and organizational leadership and has been a healthcare executive for over 40 years. She is also a leadership consultant, professor, executive coach and author on leadership topics. You, as a healthcare leader, will learn to reinvent yourself by putting her proven concepts into effect to become a Phoenix in your organization.

Introduction

Chapter 1: Status of Leadership in Healthcare

Challenges in the healthcare industry

Ineffective leadership responses to challenges

Organizational effects of ineffective leadership

Professional outcomes of ineffective leadership

Common reasons for leadership failures

The case for Phoenix Leadership

Chapter 2: What is a Phoenix Leader?

Story of the Phoenix

Chapter 3: Attributes of the Phoenix Leader: strong sense of self

Concept of personal values

Authenticity

Personal ego

Chapter 4: Effective interpersonal relationships

Emotional intelligence

Social intelligence

Strong communication skills

Chapter 5: Building an empowered workforce

Empowered workforce defined

o Empowerment and its importance to healthcare

o Effects of empowerment on the workforce

o Building an infrastructure for empowerment

o Empowerment and the Phoenix leader

Chapter 6: Interdisciplinary Team Leadership in Healthcare

Team building and leading skills

o Modern team theory

o Leading effective teams

o Interdisciplinary approaches to team leadership

o Phoenix leader and teams

Role modeling

High level of visibility

Chapter 7: The Phoenix, an asset to the organization

Innovation

Change agency

o Creating a shared vision

o Assessing the right time for change

o Evaluation of readiness change

o Cultural competence

Knowledge of the business

Politically savvy

Relentless to the approach to problems

Effective coaching of subordinates

Chapter 8: The Phoenix leader, personal attributes

Consistent

o Consistency defined

o Why is it important?

o Behaviors and strategies presented to improve consistency

Fearless

o Fearlessness defined

o Why is it important?

o Behaviors and strategies presented to become fearless

Honest

o Honesty defined

o Why is it important?

o Behaviors and strategies presented to improve honesty

Assertive

o Assertiveness defined

o Why is it important?

o Behaviors and strategies presented to improve the ability to be assertive

Tireless

o Tirelessness defined

o Why is it important?

o Behaviors and strategies presented to improve stamina

Inclusive

o Inclusivity defined

o Why is it important?

o Behaviors and strategies presented to improve inclusivity

Health and wellness

o Holistic health defined

o Why is it important?

o Behaviors and strategies to improve health and wellness

Chapter 9: Behaviors of the Phoenix Leader

Visibility and accessibility

Proactive vs. reactive

Share appropriate information and metrics

Consistently communicate vision and goals of organization

Chapter 10: Becoming a Phoenix Leader

Self-reflection

Continuous evaluation of goals and strategies

Lifelong learning

Mentors

Development of effective personal brand

Chapter 11: Conclusion

Val Gokenbach, DM, RN, MBA has a true passion for leadership and has been in administrative healthcare positions for over thirty years. She currently is the owner of Dr. Val Leading Leaders Consulting Group dedicated to improving the quality of leadership in healthcare organizations. As a senior executive she has managed an expansive span of responsibility, which included Nursing and several support departments such as radiology, respiratory therapy, radiation oncology, nuclear medicine, oncology services, neurodiagnostic services, employee health, integrative medicine, schools of allied health, patient service departments and the emergency services. Her greatest accomplishment has been leading the nursing team to the receipt of the prestigious Magnet accreditation awarded on January 14, 2004 for nursing and organizational excellence and re-accreditation in 2008.

As a professional dancer and fitness instructor for over 40 years, Val has led a dual life as a fitness presenter, consultant and dance instructor. She worked for Aerobics Fitness Association and traveled extensively presenting health and wellness programs for fitness instructors and the general public. This exposure led her to the opportunity to work with companies such as Omron and Oregon Scientific as a spokesperson for health and wellness products and serve as a guest host on the popular QVC sales network and Shopping Channel in Ontario. She also developed a line of exercise videos called "You Can Do This" which were also sold on QVC.

Val is also involved in several community initiatives and served as the creator of Safety City USA, the first free standing, non-profit interactive learning facility for the community, dedicated to the reduction in pediatric trauma and Nurses 4 Detroit a foundation for philanthropic nurses in the South East Michigan area. Currently she is an independent consultant in the areas of organizational structure and leadership growth and development and a Profess