1. Leadership Development Launch SeptOctNovDecJanFebMarAprMayJuneJulyAug Overview: Progress to Date: Key Metrics: We will track indicators for each of the three components of the Learning Domain Framework: Managing the Business: Tactical dashboard metrics Managing the People: Employee turnover Gallup employee engagement scores Number of certified nurses as a percent of the total eligible The Leader Within: Manager satisfaction Manager turnover Certification in nursing administration Involvement in professional organizations (both membership and leadership) Posters, presentations and publications Issues/Concerns/Roadblocks Established Leadership Development Program framework based on Magnet Program Model and NMLC Domain Framework Developed Conceptual Framework based on above Defined Priorities for FY09 based on Conceptual Framework –The New Magnet Program Model (Transformational Leadership) –The Art: Leading People ( Relationship Management & Influencing Behaviors) –The Leader Within: Creating the Leader in Yourself Priorities include: Change Management, Understanding Your Personal Leadership Style, Transformational Leadership and EI/Managing Conflict Effectively Developed initial plan for Year 1 of Program for both new manager and ongoing leadership development: New Manager Orientation Ongoing Leadership Development Defined program components Defined preceptor & facilitator rolesDefined mentor & coach roles Linkage to BPE/BP/Finance/Henderson Framework: Supports development of transformational leaders at NMH which is consistent our BP strategic goal and the Henderson Framework for Practice. Problem: There is no formal leadership development for managers after completion of New Manger Boot camp, HR education series and introduction to the DMAIC process. Goal/Benefit: Provide both new and experienced managers with an organized, evidence-based program of leadership development designed to advance skills and abilities in transformational leadership. The program will provide managers with ongoing education, mentoring and support in three key areas: Leading People, Managing the Business, and Developing the Leader Within. Scope: All NMH Patient Care Managers Deliverables: Conceptual Framework for Leadership Development; Annual Program Plan for both new and experienced managers including guiding principles. Executive Sponsor: Michelle Janney, RN, PhD, NEA0BC Project Sponsor: Jill Rogers, RN, PhD, NEA-BC Process Owners: Dina Pilipczuk, MBA(new manager orientation); Pat Murphy, RN, MSN, MBA, NEA-BC (preceptor program); Robert Fortney, RN, MSN, NE-BC, CNN (Manager/Director book club); Kristen Ramsey, RN, MSN, MPPM, NE-BC,( social/volunteer activities); Greta Nelson, RN, MSN, NE-BC Next Steps: Develop curriculum for new manager orientation Develop orientation program for preceptors Train preceptors Develop process for planning of social activities Design November Leadership Development Session (Understanding Your Personal Leadership Style) Hold October Book Club: S. Covey: Principle Centered Leadership Identify other book/journal club selections using identified priorities Develop mentoring program Train mentors Develop process for planning social activities DevelopMeasure/Evaluate

2. Transformational Leadership NM Academy New Manager Boot Camp Supplemental New Nursing Manager Education Leadership Development Sessions (4 Annually) Book/Journal Discussion Group (4 Annually) Service / Volunteerism / Social Activities (4 Annually) New Manager (1 st 6 Months) Orientation Ongoing Annual Leadership Development Work with Preceptor / Director Serves as Facilitator Opportunity to Work with Mentor Priorities Guided by Magnet Program Model and NMLC Learning Domain Framework; Topics Determined Annually Individual Consideration Inspirational Motivation Intellectual Stimulation Idealized Influence Structured Curriculum Evaluated Bi-Annually 2008 Magnet Recognition Program Model From the Nurse Manager Leadership Collaborative Learning Domain Framework (AONE, AACN, AORN) Monthly Networking Activities Consistent with Northwestern Memorial’s Leadership Competencies

3. Transformational Leadership Supplemental New Nursing Manager Education focusing primarily on: The Science: Managing the Business The Art: Leading the People FY09 Priorities Guided by: (1) New Magnet Program Model; (2) The Art: Leading People (specifically relationship management and influencing behaviors); & (3) The Leader Within: Creating the Leader in Yourself: Change Management Understanding Your Personal Leadership Style Transformational Leadership Emotional Intelligence/Managing Conflict Effectively Book/Journal Discussion Group (4-6 Annually) October Book Club—S. Covey: Principle Centered Leadership (Understanding Your Personal Leadership Style & Transformational Leadership) Service / Volunteerism / Social Activities (3-4 Annually) New Manager (1 st 6 Months) OrientationOngoing Annual Leadership Development Monthly Social Activities with other new managers for 1 st six months to build relationships and connectedness. Key Relationships to Foster Success Preceptor: PC Manager assigned by Director who closely guide new manager during 1 st six months of employment; typically from same dept. as orientee. Director: Serves as facilitator; meeting with individual at regular intervals to help build knowledge, skill and confidence and understanding of culture of NMH. Leadership Development Sessions (4 Annually) August, 2008: Change Management Nov., 2008: Understanding Your Personal Leadership Style March, 2009: Transformational Leadership (Gail Wolf) June, 2009: EI/Managing Conflict Effectively Key Relationships to Foster Success Mentor: Mentoring begins after first six months of employment. Mentors will be individuals who volunteer to serve in this capacity and have participated in a training program to prepare them for this role. Greta Nelson will develop training program for mentors and serve as an ongoing resource and “coach”. See Excel Spreadsheet for tentative schedule of activities by month and quarter 13 Managers in role for less than two years will benefit from mentoring program.