The leadership program for medical units of the Armed Forces of Ukraine / Defense Forces is an intensive training course developed by the Kyiv-Mohyla Business School in cooperation with the Command of the Medical Forces of the Armed Forces of Ukraine and the charitable foundation "Together for Ukraine". The program is aimed at developing systemic management thinking and leadership skills in the command staff of medical units.

Offline modules – 2 intensive modules of 4 days (at the beginning and end of the course)

Online sessions – 15 hours of online training (3 hours per week)

Project work – individual and group assignments, cases from real combat experience

Main training courses:

• Performance management. Team leadership.
• Communication, trust, and change management.
• Basics of LEAN in medical processes.
• Modern management skills.

The program also includes practical cases from combat units, management of medical supplies, formation of the brigade medical service role, international experience.

The program is designed taking into account the real challenges of military medicine, based on an interactive approach, filled with work on management cases, and includes simulation games.

Main results for course participants:

• Form a holistic picture of the team and organization performance management system.
• Understand the connection between strategy, processes, and interaction with people.
• Understand own beliefs about working with people in a team.
• Review these beliefs from the perspective of modern research and scientific management.
• Familiarize and practice with working tools of modern management.
• Understand the principles and master the tools of strengths-based leadership.
• Choose own management style based on unique talents and strengths.
   

Main ideas and topics of the course:

• The basis of operational work with the team is working with people and processes.
• The key role in successful management is team leaders (managers).
• How to get results from the team in modern conditions. Why traditional management approaches do not work.
• The task of the manager is to ensure the quality of team leaders' work.
• The employee as a client of the system. Employee needs for effective work.
• Team engagement as the main success factor.
• The task of managers is getting the right things done through process design and working with people.
• Tools and principles for developing engagement. What specifically can the manager do.
• Two key levers of effective team work
• The "magic pill" of modern management. Regular individual work as the most effective tool of the manager.
• Five criteria for meaningful dialogue with the employee. Gallup and ADP Research Institute research.
• A new approach to the performance management process. Gallup Boss to Coach practices.
• Working with the team and people requires talent, which not everyone has.
• The basis of this talent is the internal desire to nudge each person and the team as a whole towards development and better results.
• The main need of the employee is to see own progress and feel like a winner.
• Three currencies of modern management (what people value more than money): Attention (not feedback!), Recognition (not about well done!), Development (not about fixing shortcomings and weaknesses)
• The paradox of the manager's work: the best results for the organization are achieved when the manager puts the interests of the person in the team above the interests of the organization. But this is only under the condition of quality management processes, basic alignment of the person's and team's goals, and the person's fit for the role.
• Both "hard" and "soft" approaches are erroneous.
• Performance management evolves into performance development.
• The basis of productivity development: Person/Role Fit, Proper work with goals, Monitoring and support (including nudges)
• Conditions for productivity. Two wings of success in the role (under the condition of fit): Autonomy, Cooperation
• The heart of success in the role is the affinity of work. Three components: Presence of talents - inclinations to perform a specific role, Correspondence of strengths - degree of development of these talents, Affinity of context: values, culture, nature of the environment
• Development of natural inclinations towards the desired result - as the basis of development in the role.

Main topics of the course:

Block 1: Building trust in teams

• Key societal trends that determine certain behavior of Ukrainians in Ukraine in wartime conditions (particularly at work):
• "Limited" trust instead of "generalized" - trust those I know, not who is better professionally;
• Historical threat as a factor of distrust towards policies and systems;
• Hypertrophied trust in people => expectations of "care" and "understanding" from leaders;
• Polarization as fertile ground for discord and conflicts - manifestations and minimization at work;
• Specific attitude towards rules and formal requirements.
• Communication as a "human" process - components that affect team effectiveness: common understanding of goals, affinity of approaches to achieving them, confrontational or dialogical communication.
• Four types of justice to adhere to in productive teams: Process - are processes transparent, logical, understandable, flexible? Distributive - is responsibility distributed equitably and appropriately? Interactional - are decisions and the logic and ethics of their adoption explained? Interpersonal - how are people treated in the process of announcing decisions and other professional interactions?
• Three communication models with templates and practice and limitations of their application (according to the Shannon-Weaver model): "Broadcast": communicate one way - to be heard; "Interaction" dialogue with feedback loop - mutual responsibility; "Transaction": create common meanings and productive relationships; conditions for applying each model: when (not) works; limitations: what cannot be achieved using each model.
• Practical component: work on a case or questions-answers on more targeted structuring of communications and their translation from unfriendly to dialogical format, from "broadcast" to "creating common meanings", possible approaches to adhering to justice.

Block 2: Effective implementation of changes in teams

• Changes and people: what needs to be considered for faster and more effective implementation of changes at the team level:
• Source of your authority - positional (formal powers, punishment/reward, coercion) or personal (expertise, referent - human trust and respect);
• Compatibility of changes with team culture (template) determines the degree of resistance and success of change implementation => what to do when changes cause strong resistance?
• Transactional analysis - determining the "state" from which different team members interact ("adult" - facts, data, logic, "parent" - I know better, listen to me, "child" - I'm outraged, and they need it, so do everything yourself now!) and corresponding calibration of communications.
• Structuring the logical chain for communication to involved parties and tracking the effect of changes (template): Interests: what involved parties strive for and expect to "get" in a specific situation; "Pain points": what problems of involved parties can I help solve with my idea, proposal, or decision; Desired attitude: what attitude of involved parties towards me and my proposal must arise for me to achieve the result; Desired behavior: what behavior of involved parties will indicate that the interaction was productive.
• Practical component: work on a case or questions-answers on working out the desired attitude and behavior in teams when something needs to be done or changed, and it does not work or cannot convince to implement necessary changes.

Block 3: Working in teams of people of different generations

• How different generations (BB, GenX, GenY, GenZ) perceive work situations and react to them: (a) differences in values and approaches to work; (b) perception of authority and responsibility; (c) effectiveness and commitment; (d) loyalty and career; (e) expectations from leaders and subordinates; (f) what is more and less important in work besides compensation; (g) preference for certain communication formats.
• Basic grounds and factors stimulating "toxicity" in teams: signs of a manager prone to "toxic" management; "red flags" - signals of likely "toxicity"; 8 manifestations of "toxic" behavior in teams and its perception by different generations.
• Practical component: work on a case or questions-answers on resolving conflicts and misunderstandings caused by differences in perception of words, decisions, and behavior by representatives of different generations; approaches to preventing and minimizing "toxicity" in teams.

Block 4: Minimizing and resolving conflicts constructively

• Our mentality-rooted perception of "conflict" and how it affects the search for a solution.
• 9 stages of conflict escalation with and between employees according to Glasl (from "negotiations" to "together into the abyss") - how to determine when it is important to stop in time, what steps are needed to identify the situation as conflictual, what factors in wartime accelerate conflict escalation.
• Types of conflicts and approaches to their resolution: Informational: conflict because I lack information; Emotional: conflict because "I'm fed up"; Worldview: conflict because I perceive the world differently; Strategic: conflict because it is convenient for me.
• How to work with difficult questions - with elements of negativity, frustration, and manipulation: how to distinguish these types of questions, buffer phrases for "entering" the answer, "constructor" of the answer, finding a common solution.
• Practical component: work on a case or questions-answers on resolving modeled real conflicts; understanding the stage we are at in the conflict for its de-escalation and constructive resolution.

Main topics of the course:

Block 1. Introduction to Lean

• Lean thinking. Lean system.
• Basic principles of Lean in medicine.
• Lean approach to problem-solving in the medical field.
• Lean culture. What a Lean company is.

Block 2. Business processes in a medical company

• Understanding value for medical service clients.
• Understanding losses in the processes of providing medical services.
• Types of losses: MUDA, MURA, MURI.
• Process analysis in medical institutions.
• Process efficiency assessment.
• Elimination of losses in medical company processes.
• Implementation of changes in processes.
• Interactive games, exercises to understand the methodology.
• Analysis of an example of providing medical assistance in terms of losses.

Block 3. Lean transformation of medical institutions/companies

• Model and phases of transformation.
• Tools and techniques.
• Role of the owner and director in transformation processes of the company.
• Duration of transformation processes in medicine.
• Difficulties and obstacles in providing medical services.
• First results after implementing transformation measures.

Block 4. Lean-Management

• PDCA A3 - problem-solving tool.
• Ishikawa diagram.
• Kaizen event – continuous improvement.
• Pull system in medicine.
• Visual management of medical processes.

Main topics of the course:

Block 1. System management

• Evolution of management approaches in the realities of the modern world
• Organization as a system. Signs of system management of a modern organization.
• Types of management thinking and approaches to business management.
• Criteria for system success, levels of system maturity.
• Management functions, roles, competencies.

Block 2. Manager and their way of thinking

• Criteria for the success of a modern manager.
• Development of management competencies.
• Management decisions and criteria for their optimality.
• Modern approaches to decision-making.
• Individual and collective, rational and intuitive decisions.

Block 3. Interaction with the team

• Transforming a collective into a team.
• Creating a climate attractive for people and organization to work.
• Maturity of managers and performers.
• Levels of responsibility and types of maturity.
• Setting goals and tasks for different types of maturity.
• Delegation and assignment for different types of maturity.
• Choosing a style of management interaction.

Block 4. Sources of power and forms of influence

• Balance between trust, responsibility, freedom, and control.
• Meaning, purpose, and stages of management control.
• Management choice of objects, frequency, types, and methods of control.
• Feedback and evaluation in management.
• Types of feedback.
• Feedback models.
• Reflection, questions, conclusions.