Your leaders want to help colleagues think through challenges, take responsibility, and get results. They want to be better at leading themselves, working with the leaders they report to, and having one-to-one conversations with colleagues.
Together, we’ll work on coaching colleagues, delegating without micromanaging, leading from strengths, and supporting well-being. We’ll use challenges your leaders are facing now so they can put what we practice to work.
When expertise isn’t enough
Your leaders know how to solve problems in their own areas of expertise. But they need different skills to help colleagues make career decisions, take on more responsibility, and work through disagreements.
We’ll explore when to give answers and when to help others find their own. We’ll work through situations your leaders face and ask: What are we missing? Who might see this differently? We’ll help your leaders move from problem talk to solution talk.
What we’ll work on
- Leading from your strengths. We’ll look at what helps your leaders be effective and what happens under pressure. We’ll identify the fears and assumptions behind defending, controlling, or avoiding conflict, then develop small experiments to test those assumptions.
- Coaching colleagues. We’ll practice listening, asking questions, and helping a colleague move from describing a problem to choosing a next step. We’ll also explore when to teach, mentor, supervise, or sponsor someone, and how to balance support with honest feedback and accountability. We’ll apply these skills to performance reviews so your leaders can give useful feedback, discuss development, and agree on clear next steps.
- Supporting well-being and engagement. We’ll examine what’s happening at three levels: the individual, relationships among colleagues, and the organization. We’ll identify where your leaders can act, from creating room for recovery to improving how people are heard, supported, and involved in decisions.
- Delegating to people and AI. We’ll choose real work to delegate, clarify the outcome, and set timelines and checkpoints. With colleagues, we’ll match responsibility to readiness and capacity. With AI, we’ll consider what to hand over, what context it needs, and which judgments and decisions stay with the leader.
- Working with senior leaders. We’ll look at how to clarify expectations, agree on priorities, and communicate progress. We’ll practice conversations about capacity and tradeoffs so a new request comes with a clear understanding of what needs to move or stop.
- Building habits that last. We’ll choose a leadership behavior to work on, such as coaching, recognizing a colleague’s contribution, or keeping people informed. We’ll make it specific, build it into an existing routine, and examine what gets in the way when good intentions don’t stick.
- Moving from individual to group leadership. We’ll bring these skills into situations where people need to decide together. We’ll practice framing the challenge, gathering perspectives, naming worries, and exploring options before choosing a way forward.
How we’ll work together
We can meet virtually or in person. We’ll combine short teaching with reflection, small-group conversations, and practice. Your leaders will bring a real challenge, a conversation they need to have, or a goal they’ve struggled to reach. We’ll work on it together, learn from colleagues’ experiences, and identify something specific to try next.
Online, we’ll use breakout rooms and chat to keep people involved. A previous version with over 600 participants ran as seven monthly live webinar sessions for member organizations of the Mayo Clinic Care Network. We’ll choose the topics and format to fit your leaders’ needs.
What your leaders leave with
- A clearer view of their strengths, blind spots, and reactions under pressure.
- Practice coaching a colleague toward a specific next step, with questions they can use in their next conversation.
- A plan for delegated work, with clear expectations, responsibility, and checkpoints.
- A leadership habit to build and a way to examine the assumptions that may get in its way.
- Approaches they can use again with individuals and groups as new challenges arise.
Who it’s for
Physician, nursing, administrative, and other healthcare leaders who lead and develop people. Your leaders may be new to the role or experienced leaders working on a part of their practice they want to strengthen.
Participants get the most from the program when they’re willing to examine their own assumptions, share experiences, and practice with colleagues.