Investing in leaders to strengthen patient care
Providing outstanding care starts with supporting the people who deliver it.
That’s why Hamilton Health Sciences (HHS) is investing in leadership development across the organization, equipping leaders with the skills they need to support staff, foster collaboration and help deliver the best possible care for patients and families.
More than 230 leaders from across HHS have completed the organization’s inaugural LEADS learning series, an investment in developing strong, compassionate leaders at every level of the hospital system.
“It left me feeling very confident about the future of leadership at Hamilton Health Sciences.”
The program is based on the LEADS in a Caring Environment framework, Canada’s nationally recognized leadership model for health care. Developed by Royal Roads University and the Canadian College of Health Leaders (CCHL), the framework is used by health-care organizations across the country to build leadership excellence and create stronger, more connected health systems. CCHL also provides certification and licensing to ensure organizations deliver the framework consistently and to national standards.
Creating stronger teams
Participants from clinical and non-clinical areas, including frontline managers, physicians and senior leaders, took part in in-person, interactive learning focused on the five LEADS domains: lead self, engage others, achieve results, develop coalitions and systems transformation.
“Patients and families deserve exceptional care, and that begins with exceptional people,” says Lesah Wood, Director, Culture, People Development & Wellness. “Strong leaders create environments where people feel supported, engaged and empowered to do their best work. That translates into stronger teams, a better workplace and, ultimately, better care and experiences for the patients and families who rely on us.”
The program brought together leaders from different hospital sites, professions and specialties, helping to build stronger relationships across HHS. Those connections encourage collaboration, improve communication and support more coordinated care for patients whose health journeys may span multiple programs and sites.
Leading more authentically
More than 85 per cent of participants said the program helped them better understand their personal leadership strengths and identify opportunities to grow.
“A key takeaway for me was that self-awareness is the foundation of effective leadership,” says Becky Thomas, clinical manager of the Neonatal Intensive Care Unit. “Reflective practice has helped me lead more authentically, make values-aligned decisions and build stronger, more trusting relationships.”
Dr. Chris Hillis, vice president of Oncology, says learning alongside colleagues from across the organization was one of the program’s greatest strengths.
“It was energizing to see such a diverse group of leaders learning together, and it left me feeling very confident about the future of leadership at Hamilton Health Sciences,” he says.
Investing in our people
The LEADS Learning Series is one of many ways HHS is investing in our people and strengthening our culture. By helping leaders grow, we are building an even stronger workplace where talented people can thrive and continue delivering excellent care to our patients and families.
Rolling out the LEADS program is a key part of delivering on one of our four strategic aims of Vision 2030: Learn. Our other four strategic aims are Serve, Lead and Build.
A second group of leaders will begin the program this fall, continuing HHS’ long-term commitment to developing the leaders who will shape the future of health care.
