The growth of Vanderbilt University Medical Center offers an opportunity for personal and professional development for its multigenerational workforce who are leading a variety of initiatives to expand the enterprise and improve care, said leaders at the September virtual Leadership Assembly.
VUMC’s storied history of delivering high quality, personalized care, groundbreaking research and training underpins an initiative to implement a lifelong learning framework to strengthen the agility of its people, said Jeff Balser, MD, PhD, President and Chief Executive Officer of VUMC and Dean of Vanderbilt University School of Medicine.
“Our perspective is that true lifelong learning is more than just passing on knowledge. It’s about building a mental framework for thinking about new challenges — particularly in situations where the answers are not always clear,” said Balser.
Embracing Growth — and Change
Adaptability and accountability are integral to continuous health system growth amid ongoing, systemic changes in the industry. In line with changes in the U.S., VUMC’s workforce is undergoing a generational evolution, which requires nuanced, informed decision-making and communication, Balser said.
“Given the choice between a workplace that is status quo and stagnant and one that’s expanding and tackling new challenges, I’d choose growth any day,” said Balser.
Lifelong exposure to technology is influencing the preferred methods of communication and work style of people who are joining VUMC — a trend mirrored in shifts in how and where care is delivered. Demographic and cultural shifts are an opportunity to equip people with the tools to continuously learn new skills and seize opportunities for development, said Balser.
The upcoming training framework can be customized to a person’s preference or needs – a reflection of the various modes of learning and phases of leadership.
“Leadership skills can be learned. There are many approaches to becoming a better leader. What works for you may not work for another. It is a very nuanced ability that requires a lot of self-awareness and work. The best leaders are the ones who know how to use their natural abilities while also diligently working to strengthen their skills in areas they need to improve. The most important point is that you do work at being a better leader,” said C. Wright Pinson, MBA, MD, Deputy CEO and Chief Health System Officer.
Fostering a Growth Mindset
Cultivating a decision-making culture that prioritizes growth requires reinforcing those values to all team members while providing room for others to impact the strategy, said Balser, referencing an opportunity that ultimately encouraged a team led by Wesley H. Self, MD, MPH, senior vice president for Clinical Research, to expand their research internationally.
That’s a single comfort-defying example from among countless at VUMC that underscores the constant push toward new, unexplored areas, Balser said. The enterprise wants to embed ingenuity into its growth strategy at all layers of VUMC.
“At Vanderbilt we want our leaders to have a growth mindset. A growth mindset is an attitude. People who hold a growth mindset want to learn new skills and seek out opportunities,” said Balser.
“Adaptability is the mark of a modern leader especially in a field as dynamic as health care. It’s about being proactive. Leaders have to be willing to change and embrace change. You can continue to grow over time here at VUMC, whether you are a new or future leader, or a more seasoned leader looking for continuous support. The takeaway is — Vanderbilt Health is committed to you as a learning leader,” said Pinson.
