RLI Leadership Modules

The RLI Leadership Modules are a series of live webinars covering a wide range of leadership and management topics necessary for all radiology professionals.

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January Leadership Webinars

Setting a Strategic Course
Jan. 29, 2013
Alexander M. Norbash, MD, MHCM, FACR

Strategic planning may initially seem conceptually intimidating. In fact we all engage in strategic planning as individuals, although most of us do not typically engage in high-level institutional strategic planning. The intent of this module is to provide a level of introduction to participants where organizational and institutional strategic planning methods are concerned using as one example the Scenario Planning methodology. The conferred benefits of such an introduction are not only to understand how institutional strategic goals can be identified and promoted, but also to ultimately increase the integration of the participants into formulating strategy, itself an essential leadership skill.

Goals and Objectives:

1. Understand the ongoing role for strategic planning in strategy implementation.
2. Describe and understand scenario planning as a representative ongoing process and method for strategic planning
3. Recognize and describe specific deliverables which can grow out of an executed strategic planning processes

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Measure for Measure
Jan. 31, 2013
Frank J. Lexa, MD, MBA

This session will tackle one of the more difficult and onerous topics in radiology practice today. It occurs in both private and academic practice and spans many nations around the globe. How radiology practices track work and what incentives (or punishments) should they consider (if any) in order to meet group and individual goals.  We will discuss the ways that productivity is measured, why it is measured, and how to carefully consider the consequences of acquiring and using these metrics. We will close with a discussion of the options that groups have in order to encourage “increased productivity” and some best (and worst) practices that are employed in 2013 to try to address these issues.

Objectives

1. Understand how productivity is measured: exam numbers, wRVUs, etc.
2. Develop more sophisticated ways of comparing radiologist performance
3. Examine non-clinical measures of radiologist contribution to a group or department
4. Weigh strategies for implementing productivity incentives

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February Leadership Webinars

I've Got Good News and Bad News
Feb. 4, 2013
Alexander M. Norbash, MD, MHCM, FACR

Measuring performance is a typical expectation of management, and suggests intent to both recognize good performance and correct poor performance. There are particular process-based and pragmatic considerations which apply to measurement methods and also to reward and dismissal methods. Reward and dismissal methods help define in large part the ethic and culture of an organization which may be seen as opaque or transparent at extremes, or fair and unfair. Rewards and dismissal methods therefore tend to warrant significant attention. Due to the charged nature of both rewards and dismissals, the careful and consistent application of method and process to these variables can contribute to a stable culture, and can also strengthen leadership. 
  
Goals and Objectives:

1. Understand the process-based approach to measuring performance, correcting poor performance, rewarding and dismissing employees
2. Prospectively recognize examples and categories of behavior and organizational needs which may result in rewards or dismissals
3. Understand the documentary requirements for managers considering performance recognition and measurement for both reward and dismissal procedures

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Fit to Operate
Feb. 11, 2013
David Yousem, MD, MBA

 

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The Customer is (Sometimes) Right
Feb. 19, 2013
Frank J. Lexa, MD, MBA

This session will review the current use of service and quality metrics by radiology groups. The discussion will focus on how radiology groups and departments should collect their own data and use it internally. We will discuss how measurements differ by stakeholder group: patients, referring physicians, hospital administrators, etc.  The methodology of effective data collection will be reviewed with a discussion of best practices for acquiring actionable data and for using that to improve service to your key customers.

Objectives

1. Understand why there has been a revolution in consumer expectations for high quality service in healthcare in the USA
2. Discuss the present and future use of service and quality data by the government, insurers, patients and other key stakeholders.
3. Explain why data collected directly by a radiology group is different than external survey metrics
4. Review best practices for data collection and usage by radiology groups and departments.

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Do No Harm
Feb. 28, 2013
Kimberly E. Applegate, MD, MS, FACR

Safety is necessary but not sufficient to ensure quality healthcare. Radiology departments and healthcare systems focus on safety culture and metrics often based on external requirements or demands such as from The Joint Commission, consumer groups, and payers.  Have you asked yourself how some of these metrics were developed and why? This lecture will tell this story and provide examples of quality improvement scenarios.

Goals and Objectives:

1. Recognize key methods to build a safety culture in radiology
2. Describe both qualitative and quantitative metrics in a radiology safety program
3. Discuss examples of  quality assurance and improvement projects based on a safety event and that promote a culture of safety

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March Leadership Webinars

Getting the Right Balance
March 4, 2013
David Yousem, MD, MBA

 

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Lower the Dose
March 11, 2013
Kimberly E. Applegate, MD, MS, FACR

The radiology community (radiologists, medical physicists, radiologic technologists, and radiation technologists) has led the educational and awareness efforts to reduce radiation dose to our patients through effective collaborations that bridge traditional specialty silos and reach all stakeholders. These successful collaborations have included both vendors and regulators, with the overarching goal of dose reduction. It is critical that the radiologist and the entire community continue to act as leaders in these efforts in radiation safety for both employees and patients. In order to be successful, we must understand the current state of the science and what are the available resources.

Goals and Objectives:

1. Summarize the current state of the science regarding cancer risk from medical procedures using  ionizing radiation
2. Describe the three basic radiation protection principles for patients and for employees
3. Discuss the radiation dose reduction goals and educational materials for all stakeholders involved in imaging children (Image Gently) and in imaging adults (Image Wisely)
4. Review  the ‘Choosing Wisely Campaign’ that promotes appropriate use of medical tests

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Checkmate!  Strategic Concepts for Radiology Practice
March 19, 2013
Ricardo Cury, MD

This webinar will articulate important strategic principles relevant to radiology practices today and discuss ways they can be implemented. Strategic planning will be discussed with emphasis on prioritization and allocation of resources. In addition, recent trends around consolidation and the move toward National Radiology Practices will be discussed.

Learning objectives:

1. Describe how Radiology Practices are positioning themselves as a result of Health Care reform
2. Discuss key strategies that Radiology practices can use to prioritize goals
3. Create strategies to add value to your practice and Hospital to better position your Radiology group in this transitional phase of Healthcare.
4. Discuss how Radiology Practices can add value and align its goals with those of their key partners

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April Leadership Webinars

The Economics & Commoditization of Payment Models
April 23, 2013
Frank J. Lexa, MD, MBA

One of the uglier words in business parlance. By definition it means that your product or service has no differentiating features within its markets other than price. There has been a great deal of discussion in the recent literature of how radiology has (or will soon) become a commodity. This view appears to reach to some of the highest echelons of not only the government but also corporate and academic institutions. In this session, we will explore the factors that can lead to commodity behavior in a market and discuss the hazards of becoming commoditized. We will close with examples from inside and outside radiology of how to de-commoditize a good or service in the marketplace.

Objectives:

1. Understand what a commodity is and why becoming one would be a failure for radiologists
2. Use business case studies to understand why commoditization is not inevitable and how it can be prevented in modern diagnostic imaging.
3. Discuss personal and group strategies for differentiation and de-commoditization using innovative service, high commitments to quality, and technology.

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May Leadership Webinars

Who’s the Boss?
May 13, 2013
Will Latham

In today’s turbulent environment, developing and using an effective practice governance structure is critical.  This program is intended to provide ideas for and examples of effective governance structures for group practices.

This program addresses the need for effective governance, how to move your group towards system that works, and pitfalls to avoid.

Learning Objectives include:

1. Explain why effective governance is critical
2. Discuss the elements of an effective governance structure
3. Create a plan to implement the Governance Structure Your Practice Needs

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June Leadership Webinars

Optimize Your Outcomes
June 24, 2013
Will Latham

This program is designed for radiology groups seeking strategies to improve the effectiveness of their group’s governance with practical tools and measurements.  This program addresses the causes of “Governance Disorder Syndrome,” the need for effective governance, how to move your group towards a system that works, and pitfalls to avoid.

Learning Objectives include:

1. Describe strategies to get your group to make decisions and stick with them.
2. Distinguish between governance and management issues and identify methods to keep your Board focused on matters relating to governance—not management.
3. Examine innovative ways to enhance your Board’s performance through redesigning function, structure and composition.

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