This program has been redesigned. The Leadership Development Program (LDP) is now the Executive Leadership Development Program (ELDP).
Administered by the Office of Learning & Organizational Development. Contact the Executive Leadership Develop Program for enrollment.
The Executive Leadership Development Program (ELDP) is a Johns Hopkins Medicine (JHM) sponsored leadership development initiative designed to foster diversity and inclusion in our future leaders to encourage them to work like one organization.
Our mission is to develop extraordinary leaders who can lead into the future in an integrated health care system.
By framing the program content to looking to the past at our legacy of improving, to looking at the present and our legacy in the making, to looking to the future and the legacy we want to leave, our program goals are:
- Strengthen JHM’s long-term organizational viability by developing leaders for the 21st century to foster innovative and sustaining solutions to complex problems.
- Develop JHM leaders who can contribute to solving current challenges and contributing to future initiatives throughout the system and support the three missions of JHM.
- Improve the JHM operating environment by building trusting relationships that break down barriers, facilitate communication and foster (the practice of better medicine and better business) research, education, and clinical care.
- Retain emerging leaders by providing a prestigious and challenging learning experience, which can lead to new opportunities and promotion.
- Develop JHM leaders who value and enthusiastically appreciate diversity inclusion.
- Develop JHM leaders who value teamwork and foster collegial working relationships.
A cohort of both faculty and administrative individuals will be chosen to participate based upon nomination and completion of an application process.
- Vice President, Professor and Associate Professor, Senior Director, or Administrator.
- Demonstrates leadership abilities.
- Interpersonal skills consistent with leadership excellence.
- Ability and willingness to FULLY PARTICIPATE in the program. (Participants must commit to attending all sessions.)
- Commitment to completing a thorough & thoughtful assessment of personal leadership strengths and weaknesses. (Through this experience, participants may receive feedback that is different from their current perception of themselves and their style. This should be expected. We strive to create a safe place to reflect on and learn from this feedback.)
- Commitment to the development of personal leadership skills. (Participants will create an action plan and work on that plan throughout the year.)
- Commitment to being filmed to self-critique executive presence and communication skills.
- Determine a strategic project that addresses one or more of the strategic priorities and will improve the department’s performance or engagement. Participants will apply the principles learned in the program to take an objective look at and determine an implementation plan by the end of the program.
The ELDP runs from January through November. The application process for the following year starts in early September when the call for nominations goes out to SOM and JHHS leadership. Nominees who meet the minimum criteria are then sent an invitation to apply for the following year’s program that runs from January through November. Submitted applications are reviewed in early November with notifications sent out by December 1st.
Senior Vice President, Human Resources
Johns Hopkins Medicine
Landon S. King, M.D.
Executive Vice Dean
Johns Hopkins School of Medicine
Maria Oliva-Hemker, M.D.
Director, Division of Pediatric Gastroenterology, Hepatology and Nutrition
Stermer Family Professor of Pediatric Inflammatory Bowel Disease
Vice Dean for Faculty
Johns Hopkins School of Medicine
This newly designed program will feature 7 modules focusing on various aspects of the role of the leader and business of healthcare. Additionally, participants will take part in coaching groups focusing on a particular topic. Sessions will be either in-person or remote. Each session will be held at a different campus to learn about that campus and what it contributes to the Hopkins system. Participants will have the opportunity to apply coursework to a strategic project that could positively impact Johns Hopkins.
Assessments – Each participant will complete a variety of assessments to better understand themselves, what they bring to the leadership table, their strengths, and opportunities for development.
- Prism- will assess personal style across seven integrated modules including: primary personality; personality under pressure, processing, decision making, conflict management, motivation, and fundamental needs. This tool will enable participants to see their cohort’s results to help create an environment of transparency and build better relationships.
- 360 - to develop as managers and senior leaders, individuals must know how their peers, subordinates, and supervisors perceive them. A 360-degree feedback instrument gives participants the opportunity to discover how their perception of self-regarding leadership qualities differs from the perceptions others have of them. As a result, they can identify personal strengths and weaknesses and create a developmental plan to guide their future in the organization.
- Emotional Intelligence – assessment measures a distinct combination of emotional and social skills and competencies that influence our overall capability to cope effectively with the demands and pressures of work and life. Emotional intelligence involves the most effective engagement of a combination of skills an competencies that match the context of your unique situations.
Pre-Program Work - This orientation to the overall program, including an overview of the content and field activities, will take place prior to the official start of the program. Participants will be briefed on the Prism self-assessment and 360 feedback process so the assessment process can begin prior to the start of the program. Each person will meet once in a one on one with an Organizational Learning & Effectiveness consultant. Following the debrief of the two assessments, participants will create an individual development plan enabling them to better apply the learnings from each session to improve their leadership skills.
Program Modules – Each of the seven modules will focus on critical aspects of being a senior level leader at Johns Hopkins. Current senior leaders and executives will share their philosophies on leadership and provide a historical perspective of Johns Hopkins as well as an overview of the current state of the organization. Interwoven though all the modules will be the topics or diversity and inclusion, engagement, and well-being.
- Module 1: The Role of the Executive in the Integrated Healthcare System
(Navigating the Organization, Acting Strategically, Establishing Relationships.)
Senior leaders will share their philosophies on leadership and provide a historical perspective of Johns Hopkins, an overview of the current state of the organization and a look to what might be needed in the future.
- Module 2: The Executive Leader and the Environment
(Promoting Diversity, Equity, and Inclusion)
In this interactive session, leaders will look at what elements create the culture of the organization and their department through three lenses: diversity and inclusion, psychological safety, and well-being. Participants will share how their personal diversity stories have shaped them into who they are today and how it impacts their leadership. They will discuss the strategic view of wellness for the organization, and they will take part in discussions on issues and solutions for each of these three areas.
- Module 3: The Strategic Edge: Acting Strategically
(Acting Strategically, Enabling Innovation Through Creativity)
The role of a senior leader includes being strategic and developing ideas and plans for their department to be productive and effective in the future. Participants will be introduced to a framework for strategic thinking and participate in discussions about past, present and future strategic issues. In small groups, they will identify areas of opportunity for strategic improvement at Hopkins and apply the strategic framework to the project.
- Module 4: The Business of Healthcare
(Navigating Organizations, Developing Talent)
Hopkins is a complex organization in a complex industry. In this module, participants will be presented with an overview of financial models, governance, and regulatory structure of JHM. Given this and a discussion on how to relate to Boards, participants will be better able to understand these complexities and lead with confidence.
- Module 5: Influence, Change and Negotiation
(Managing and Championing Change, Inspiring & Motivating Others)
Throughout a leader’s career, they are asked to spearhead a new initiative, lead a new group, or change the work or focus of a group. It requires careful consideration and planning, creating the right team, and involving affected staff and community with as much as is necessary. In this session, we will identify strategy and tactics for creating and supporting changes, and how to work with people to accept and support those same changes.
- Module 6: Expressing Executive Presence
(Demonstrating Emotional Intelligence, Communicating Effectively, Inspiring and Motivating Others)
This session is a customized communication skill training module designed the provide participants of the JHM Executive Leadership Development Program with tools and techniques to increase credibility, and improve personal effectiveness when presenting and interacting in meetings, conferences, and speaking engagements. Participants will be invited to bring their own concerns about communication to the program. In addition, the program will cover topics such as connecting with listeners, being persuasive, controlling nervousness, handling defensiveness, communication strategy, and practice techniques, when communicating with deans, chairs, and presidents.
- Module 7: Ethics in Healthcare Leadership
(Acting with Integrity, Acting Strategically)
Participate in discussion about ethical challenges of leading in a crisis and consider what
the future ethical issues may be in the healthcare industry.
Business Forum Project Presentations & Capstone– Participants will have the opportunity to apply coursework to a strategic project that will positively impact JHM. During the capstone time, program facilitators will meet with participants to promote a dialogue on the learnings throughout the ELDP. This dialogue will thread together all the topics and the impact on leadership in the organization.
Group Coaching – During the course of the year, participants will be required to select and attend four group coaching sessions. Topics will be identified and senior leaders selected to lead these sessions.
Learning Partners – Participants will be randomly assigned a learning partner after each session to meet, debrief and discuss learning from the session and actions they will take because of the session.
Leadership Playbook – At the end of the program, participants will have a playbook that will be a compilation of reflection and action items from the program.
Lunch -n-Learns (Brown Bag sessions) – There will be opportunities to participate in a variety of skill-based classes throughout the year.