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Managers serve as the crucial link between health system priorities and the teams delivering care. Yet in many settings around the world, managers are asked to lead quality improvement efforts without sufficient preparation, support, or access to practical methods.

This program equips managers with the knowledge and tools to lead effective, locally relevant improvement efforts. Participants will explore their leadership style, clarify their personal and professional purpose, and understand what energizes and sustains high-performing teams. They will then build foundational skills in quality planning and improvement, specifically, learning to analyze local data, prioritize opportunities for change, set clear and measurable goals, and develop a theory for how improvement will happen. 

Practical sessions cover essential quality improvement and control tools, teaching managers how to lead structured team-based problem solving, interpret variation, and build simple systems for monitoring progress. Emphasis is placed on staff engagement and strategies to build trust, create shared ownership, and support a culture of continuous learning.

No matter the context, managers will leave with the clarity, confidence, and practical tools needed to drive meaningful change in their own setting.

This program is for anyone who has direct reports and manages an organization's strategic goals at the microsystem or unit level, including:

• Nurses
• Physicians
• Directors
• Managers (Especially Risk, Quality, and/or Safety Managers)
• Supervisors
• Department heads
• Health care administrators

Participants from any discipline — including leaders who work in health care and clinical settings, academia, industry, health care insurance, and other settings — are welcome to participate. This program is also particularly beneficial for those transitioning or desiring to transition from a clinical to a leadership role.

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Jesse McCall, MBA, Senior Director and Improvement Advisor, Â鶹ӳ»­ (Â鶹ӳ»­), coaches individuals and organizations through the process of improvement which includes the data-driven identification of strategic improvement priorities, development of operational systems to support improvement, and the building of practical improvement capability necessary for staff to get results that matter. Jesse also has extensive experience in coaching organizations to engage clinical staff to reduce burnout and foster joy in work. He joined Â鶹ӳ»­ in 2007 and over his tenure has designed, executed, and evaluated programs and projects around the world. He is also a Teaching Fellow at The Harvard T.H. Chan School of Public Health. Jesse has expertise in practical application of the science of improvement, staff engagement and wellness, program and product development, marketing and communications, customer relationship management, and large-scale initiative operations. He received his undergraduate degree in Business Administration from Northeastern University in Boston and MBA from the UMASS Amherst Isenberg School of Management.

​â¶Ä‹â€‹â¶Ä‹â€‹â¶Ä‹â€‹â¶Ä‹Disclaimer: Consistent with the Â鶹ӳ»­â€™s policy, faculty for this program are expected to disclose at the beginning of their presentation(s) any economic or other personal interests that create, or may be perceived as creating, a conflict related to the material discussed. The intent of this disclosure is not to prevent a speaker with a significant financial or other relationship from making a presentation, but rather to provide listeners with information on which they can make their own judgments. 

Unless otherwise noted below, each presenter provided full disclosure information, does not intend to discuss an unapproved/investigative use of a commercial product/device, and has no significant financial relationship(s) to disclose. If unapproved uses of products are discussed, presenters are expected to disclose this to participants.