Todd Redden, EdD serves as Vice President of Physician/ACP Leadership and Development and Administrative Lead/Co-Chair of Research, Education and Leadership Committee at Carolinas HealthCare System. He also serves as a LENS Council Member of Physician Leadership Development for the National Center for Healthcare Leadership.
On April 14th, Todd will present at Becker's Hospital Review 9th Annual Meeting. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place April 11-14, 2018 in Chicago.
To learn more about the conference and Todd's session, click here.
Question: Describe one of your best colleagues. What it is that person does/brings that makes them indispensable to your organization?
Dr. Todd Redden: Choosing a "best colleague" is difficult as there are many who bring value to the organization and serve as a personal mentor, either directly or indirectly. If I must narrow this down to one, I would recognize a physician colleague who served as a pediatrician for many years before transitioning into a full time executive role. The same degree of kindness, patience and integrity required of working with his patients can be seen in his daily operations as a leader. While holding himself and his team accountable, his humility and inclusive approach to leadership has proven effective and transformative. The organization has many leaders who are moving us in a very positive direction for the good of our patients. The common denominator among these leaders is a strong balance between having an expertise in managing the daily operations of healthcare, accountability and a leadership style that supports a culture of caring, inclusion and the desire to go above and beyond in our work. This "best" colleague possesses these qualities while investing his time in the development of other great physician and non-physician leaders. He has cared enough to model the way as a leader and as a close colleague to me and many others.
Q: When was the last time your organization responded to concerns or needs expressed by physicians? What unfolded?
TR: Research — and experience — suggests physicians are more engaged and satisfied with their work as clinicians and leaders when decisions are made in partnership with them. They desire a seat at the table, to be listened to as experts and to understand the "Why" behind the decisions being made. The absence of this for many years was apparent in their engagement survey results, open frustration in their communications and their reaction to the climate of that time. Through an intentional move to elevate physicians as leaders, they now lead beside senior administrators and not below them. Many are just two levels from the CEO and numerous practicing physicians now actively participate in leadership meetings while positively influencing the strategic direction of the organization. The organization has always been strong and excelled in clinical care, but this model now makes us even better together. While truly listening to the voice of physicians and recognizing their value as leaders, the executive team has done more to support physicians as leaders over the last several years than at any time in the history of the organization. However, this commitment has not simply been the assignment of a leadership title. The organization has further invested in developing physicians as leaders through our internal Center for Physician Leadership & Development, offering leadership and development courses, [one on one] coaching, wellness services and mentorship programs. Listening and responding to the concerns and needs expressed by physicians yields very favorable outcomes. These outcomes include an increase in physician engagement scores, a measurable increase in the alignment between physician and non-physician leaders, a culture where physicians know they have a voice, better understand their value as teammates and a valuable partnership that allows us to continue providing world-class clinical care to our patients.
Q: As a leader, what is the best investment you made in your own professional development in the past five years?
TR: The greatest investment I've made in my professional development is [engaging in] personal reflection and allowing myself to be vulnerable to constructive feedback. It's easy to absorb the positive kudos, colleagues reaching out for support and direction, and reflecting on personal and professional accomplishments. However, it is during these times one can become complacent or even stagnant. Heat purifies gold, and a harvest grows best in the valleys. Surrounding myself with those who hold me accountable from a place of caring is the best investment. Investing my time in teaching others, reading peer-reviewed articles, attending conferences and writing are great ways to invest in professional development, but truly reflecting on the words of mentors and colleagues who care enough to grow you is the best investment.