Catalyst Learning Blog


Articles, case studies, and success stories to guide and inspire healthcare HR, Organizational Development, and Clinical professionals.

Lead to Inspire - Session One Catalyst Learning
Yesterday Catalyst Learning and speaker Larry Mohl kicked-off a two part webinar series, Lead to Inspire.  Mr. Mohl shared drivers of inspiration and explained how they are used to drive workplace performance and customer advocacy.  Attendees ranged from VP of HR and Director to RN, showing the wide range of interest in this important, and timely, topic.  His message comes at a time when the need to help employees become more resilient and comfortable with change is essential! Click here to access a full rebroadcast and learn how to maxmize your impact.   It’s not too late to register for next week’s final session—contact Rebecca Sell ( for details.  

Catalyst Learning at the Catholic Health Assembly Catalyst Learning
Catalyst Learning's Lynn Fischer and Mercy Health's Sister Mary Roch spoke about "living the Catholic health care mission with frontline staff" at the Assembly's Learning Lounge.  If you're at the conference, visit us at booth #35! Lynn and Sr Mary Roch

CLC Webinar Series: Lead to Inspire - The Science of Inspiration Catalyst Learning
Inspiration. When you hear the word what comes to mind? Can you think of someone who has inspired you?  Were you inspired to action?  Is becoming a more inspirational leader something you believe you can learn?  What impact might you make through inspiration? Groundbreaking research by Performance Inspired, Inc. has uncovered the 7 Drivers of Inspiration. This emerging science shows that inspiration is not merely the spark that motivates the desire to act.  Inspiration is a set of well-defined, learnable behaviors that when practiced, lead to higher levels of employee engagement and performance. Catalyst Learning invites all customers to learn more about the science of inspiration by attending our two-part webinar, June 19th and 26th at 3pm ET. Larry Mohl, a founding principal of Performance Inspired, Inc. and former Chief Learning Officer for Children's Healthcare of Atlanta, will help attendees discover: •            What research says about the drivers and impact of inspiration •             The specific leadership behaviors that lead to higher levels of inspiration •             Areas of personal inspiration focus •             Exercises that will help you put your learning into practice Mr. Mohl has served as the Chief Learning Officer for The American  Express Company as well as Children's Healthcare of Atlanta. In these roles he led innovative company-wide efforts in leadership development, learning, and talent management.  He is co-author of the Wall Street Journal best selling book "Networking is Dead: Making Connections that Matter".  He has been featured as the cover story in Chief Learning Officer Magazine and has appeared in Training Magazine, Talent Management Magazine, CIO Magazine, and the Atlanta Journal Constitution. Space is limited!  Register here:

The Leadership Demands of Healthcare Reform Catalyst Learning
When Dr. Thomas C. Dolan, outgoing President and CEO of ACHE addressed the AHA annual meeting earlier this month, he offered candid words to leaders struggling with the demands of the current landscape. “I have probably used the word “challenge” in the title of over half the speeches I have given in the last forty years,” he explained.  “Challenge is not a strong enough word for what we face today. What leaders are facing today are demands – actions that I think are required if healthcare reform is to be successful.” Dolan shared four categories of demands: those on ourselves, our organizations, our healthcare system, and our society. On a personal level, leaders cannot rest on their laurels and wisdom; to keep their organizations moving forward, they must be knowledgeable about things like rapid process improvement, lean, six sigma, accountable care organizations, medical homes, risk sharing and many other topics. On an organizational level, Dolan feels that hospitals must institute hiring and HR practices that attract and retain employees who willingly make healthy lifestyle choices and can serve as models to the population at large.  He also calls for increased diversity and inclusion. “A multicultural society requires multicultural leaders.  Unfortunately… while minorities represent a reported 29 percent of patients nationally, they comprise only 14 percent of hospital board members, 14 percent of executive leadership, and 15 percent of first- and mid- level management positions.  This situation must change,” Dolan says. He encourages organizations to recruit for diversity and create inclusion by establishing philosophies, policies, practices, and procedures to ensure equal access to opportunities and resources. From a system level, the demands are great.  A lack of interoperable IT systems plagues progress in information technology; healthcare costs, along with pricing disparity in pharmaceutical and medical device industries, are out of control.  Leadership must demand cohesion, consistency, and efficiency. “There is no question in my mind that we will reduce healthcare costs in the future.  The only question is whether it will be done irrationally by government or rationally by the healthcare leaders in this room,” says Dolan. Last, Dolan turned to society at large.  While everyone has the right to basic healthcare, society in turn must demand that individuals take more responsibility for their health.  He calls for pressures and incentives for achieving acceptable BMI, blood pressure, cholesterol and for not smoking.  He also stresses prudence when making decisions regarding curative rather than palliative care and calls upon leadership to help society address this issue. While healthcare for all has taken decades to achieve, Dolan believes the goal is attainable. “My generation wanted to provide healthcare for all; I believe in the next ten years you will.  We do need more leadership for our patients, communities and society, and I believe you are the leaders who will provide it.”  

2013 Catholic Health Assembly Catalyst Learning
cha bannerLiving Mission in a Changing World Look for Catalyst Learning at the upcoming Assembly, Booth #35, June 2-4, Anaheim Marriott Hotel

Next Generation of Best Practices in Workforce Management Catalyst Learning

Employers who do good, do well.  That's the premise of a recent Hitachi Foundation study, the Pioneer Employer Hospital Initiative, that seeks to discover and promote the next generation of best practices in workforce management.  Pioneer Employers share Catalyst Learning's vision: they are companies that strategically invest in their own lower-wage workers. They walk the talk, going beyond typical ideas about "great places to work" by actively demonstrating how aligning organizational and employee goals improves overall performance.

Catalyst Learning's customers are incredibly forward thinking, and we are proud to count some of them among the study participants.  Click here to read customer Faxton St. Luke's Healthcare's case study to learn how School at Work complements other "grow your own" initiatives at the organization.  Contact Catalyst Learning to request a copy of Hitachi's complete summary of findings.  

Catalyst Learning
Our thoughts are with all affected by the tragic events in Boston.  Catalyst Learning thanks the first responders, care teams, and other heroes from Boston hospitals.

Leadership Imperatives for a "New World" Catalyst Learning
Rethink leadership. That's the advice presented by longtime Catalyst Learning customer Trinity Health System at ACHE's recent Congress on Healthcare Leadership. Trinity is currently in the midst of a merger with Catholic Health East that will create one of the largest systems in the country and affect over 87,000 employees in 21 states. This dramatically changing internal environment, paired with external challenges such as healthcare reform and clinical integration, has leaders embracing a new set of competencies to keep the organization agile. Trinity CEO Joe Swedish calls them "new world" leadership competencies: vision; prudent risk taking; collaboration; engaging people; developing talent; integration skills; process excellence; change leadership; resilience; personal integrity; and being spiritually grounded. In what he describes as "must dos" Swedish emphasizes fiduciary responsibility that's more than just financial- it must serve the interest of all stakeholders. The "new world" requires internal culture alignment with the right people-those willing to embrace change-- and structure in place to meet future market demands. Sally Jeffcoat, President of Trinity's St. Alphonsus (Idaho/Oregon Region) shared six imperatives her organization has adopted to navigate the current landscape. 1.            Clarity of Vision, Strategic Direction and Brand: leaders must engage stakeholders and apply values-based decision making to build a high degree of trust and integrity. 2.            Align Talent and Team by consistently defining essential leadership skills and strategic contributions. 3.            Innovation and Collaboration: performance improvement culture is catalyst for new thinking. 4.            System-wide Performance Improvement Rigor. Leaders must link training to organizational goals and apply accelerated change management. 5.            Leadership Development and Succession Planning: Jeffcoat's team is currently focused on the top 200 with development plans for the top 10% this year. 6.            Moving from High Performance Team to Community of Leaders: change leadership mindset and trust: all members are valued rather than valuable. Leaders must come to a common understanding of what is sacred about their work and inspires the community. To illustrate one objective of the new model, Jeffcoat quotes Chinese Philosopher and Writer, Lao Tzu, "A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say, 'we did it ourselves." To underscore her belief in this, when asked "what is the one thing you wish you'd done earlier in your career?”, Jeffcoat responded with an affirmation of community-based leadership and decision-making.