The Ontario College of Family Physicians (OCFP), in partnership with the Rotman School of Management, is pleased to launch The OCFP Leadership Academy, an immersive leadership program designed to cultivate and enhance leadership skills among family physicians. In today’s complex healthcare landscape, the need for effective physician leaders is more critical than ever. The OCFP Leadership Academy is designed to equip family physicians with the tools and knowledge to navigate the intricacies of healthcare systems, champion patient-centered care, and drive innovation in primary care practices.
About the Program
*This is a new program from the OCFP*
The 8-day program spans several months and will be delivered in person and virtually. This blended learning approach will allow participants to balance their professional commitments while actively engaging in the program.
Module 1 – in-person: February 29 – March 2, 2024
Online Modules – morning live online
April 2, 2024
May 14, 2024
June 4, 2024
September 10, 2024
October 8, 2024
November 5, 2024
Module 2 – in-person: December 13-15, 2024
For the inaugural launch of this program, we are pleased to inform you that your cost will be $1275+HST. This represents 15% of the regular registration fee. Expenses incurred to attend in-person modules will also be supported and confirmed at the time of acceptance.
The program focuses on developing core leadership competencies, including strategic thinking, effective communication, decision-making, teamwork and change management. Participants will gain the skills necessary to lead and manage primary care teams, improve patient outcomes and drive organizational success.
Foster Collaboration and Networking
The program fosters a collaborative learning environment where participants engage in peer-to-peer and group interactions, role-playing and real-life case studies. These opportunities allow participants to exchange ideas, perspectives and best practices while building a supportive network of like-minded colleagues from diverse backgrounds and practices.
Peer-to-Peer Mentoring
In Module 1, participants form co-consulting teams. Teams collaborate to develop solutions to individual leadership challenges by leveraging their collective expertise. Participants receive guidance, support and valuable advice to navigate the various challenges and opportunities they encounter on their leadership journey.
Drive Innovation and Change
The program will equip participants with tools to foster a culture of innovation, adaptability and continuous improvement within their practices and the healthcare system, leading to transformative changes that positively impact patient care and outcomes.
Program Curriculum
Leadership, System Thinking and Alignment
Too often, systems, whether organizations or entire provincial health systems, fail to meet their objectives because of poor alignment among strategy and supporting systems (e.g., structure, people, rewards and decision support). Participants will develop an appreciation for the system environment in which they are working (complex versus complicated) and the causes and remedies of organizational and system misalignments.
Resilience: Mindfulness and Self-Care
The fast-paced nature of today’s world is placing increased demands on employees, triggering high levels of exhaustion, disengagement and illness. This means that strategies to replenish energy and increase personal resilience have never been more important. In this session, we will draw from top research findings and practical examples to examine resilience strategies that have been proven to work. These strategies focus on replenishing energy in four core areas: body, emotions, mind and spirit. The session will culminate in the formulation of a personal action plan that will enhance resilience, productivity and leadership skills.
Political Intelligence: The Psychology of Persuasion and Influence
Effective healthcare leaders know that engaging colleagues, staff, and other stakeholders to commit to change rarely involves pronouncements from on high. Rather, it typically involves working first with small groups of the “almost committed” or “weakly opposed” to gain allies and build coalitions. The objective of this session is to develop practical strategies, based on the psychology of teams and decision-making, to influence decision-making teams. This session will use the film “12 Angry Men” to increase participants’ capacity to influence teams, including using such tactics as coalition building, timing and agenda setting, persuasion, educated risk-taking and testing the waters. We will also explore the ethical obligations of the leader.
Emotional Intelligence: Lifelines
Effective leaders are self-aware. They understand their own emotional responses and the impact their behaviour has on others. We will explore the link between emotional intelligence and leadership effectiveness and invite participants to take part in an exercise called “Lifelines,” which is designed to enable you to see trends and patterns in your own life and work experience and to use this understanding to reflect on your personal career and life goals.
Introduction to Co-Consulting Teams
Partnering Strategies
The unfinished business in health systems globally is “innovation.” A simple definition is – combining different things in new ways to create new value that is sustained. This implies collaborating across different teams, organizations, regions, jurisdictions, provinces and even countries in profoundly new and creative ways. Leaders that are good at this do partnering “as a contact sport.” This session will explore the key competencies required to partner well to ensure the needed transformation of our health system can occur.
Negotiating Change and Conflict Resolution
Physician leaders negotiate every day – with other physicians, other clinical workers, administrators, governments, research funders and even their friends and romantic partners. Negotiation is the art and science of securing agreements between two or more independent parties. It is a craft that must hold cooperation and competition in creative tension. It is difficult to do well. Even the most experienced (and confident) negotiators often fall prey to common biases, errors in judgment and bad strategies. During these sessions, participants will practice, analyze, reflect and practice again.
Difficult Conversations
For most of us, the workplace includes many interactions that have the potential to create significant anxiety (e.g., addressing a staff member’s performance problems, dealing with the failure of a partner organization to deliver on its promises, managing a superior’s unreasonable expectations, explaining why you can’t follow through on a promise of your own). Meanwhile, human beings are generally conflict-averse. The deep-seated desire to avoid anxiety-producing situations often leads to deep managerial dysfunction: avoiding conversations that should not be avoided and botching conversations that we cannot afford to botch. This interactive session is designed to offer practical tools, approaches and frameworks for effectively handling those difficult conversations and reducing the anxiety that is often associated with disengagement.
The Leader as a Coach
This session is based on a Rotman experiential workshop that focuses on identifying and successfully seizing upon informal coaching opportunities for your employees. It will further develop the art of managing difficult conversations. Coaching, done well, can help build critical relationships and improve the performance of your team members and your team. Specifically, this session will involve a series of interactive coaching sessions developed by Rotman in an Ontario community hospital. All participants play the role of a superior (providing feedback) and subordinate (receiving feedback). All sessions will be filmed and participants will receive peer feedback based on session videos.
Inclusive Leadership: Why It Matters
Over the past couple of years, there has been a timely call for greater demonstration of organizational commitment to and capacity for putting a strategic lens on the work of equity, diversity and inclusion. This important imperative constitutes the backbone of a leadership approach that is necessary to raise important questions about how leaders can address societal inequity and, at the same time, seize opportunities for greater organizational inclusion and engagement at all levels. In this highly interactive session, participants will work with five key insights on how leaders can assemble such a leadership approach in their organizations and the broader health system.
Teamwork and Collaboration
In this interactive and practical session, participants will explore the importance of teams and their need for leadership. Teams expand capabilities beyond what a single individual can do. Yet, as much as we hear stories that praise a team’s success, we see instances where teams have led to disastrous consequences. Good teamwork requires leadership. This session will give participants the opportunity to see leadership in action, in the context of practicing a core function that teams serve — making high-quality decisions. In this session, participants will conduct a team decision-making exercise. The discussion following each exercise will focus on helping participants understand how they can lead their teams to higher-quality outcomes.
Integrative Thinking
What do you do when you feel forced to choose between two mutually exclusive, yet sub-optimal options (think of some of the assumed trade-offs of the quadruple aim)? That is the question we will address in this session. We will introduce the ways in which successful integrative thinkers have resolved this tension and then explore the process of integrative thinking for ourselves. We will ask how we can use the tension between opposing models – different views of the world – to create better answers. We often see such “model clash” between governments/payors and providers, between administration and clinicians, and even between providers. When faced with clear either-or alternatives – between ideas, perspectives or people – how might we do something other than to simply evaluate and choose? We will explore the concept of integrative thinking, discuss some of the key tensions we face in healthcare and together formulate ideas to create new, integrative solutions.
Executive Presence
Presence is the great X-Factor of communication. Are you really there? What do your face and body say about the message you produce? Are you eliciting real, authentic presence from others? In this session, we will explore a framework for understanding the underpinnings of trustworthiness, rapport, and conveying competence in dyadic and group situations. Participants will be introduced to the principles of presence through a five-channel framework of expression, with a particular focus on body, face and voice.
Action Learning
Action learning is a powerful problem-solving and learning approach designed to foster individual and organizational growth. In this session, participants will collectively tackle real-life challenges in their co-consulting groups. It is a special opportunity to work in a confidential environment with colleagues who can apply their objectivity and collective expertise. Participants will engage in the process of inquiry, reflection and action to unlock innovative solutions while leveraging diverse perspectives and expertise within the group. This session will also enable participants to improve their consulting and advising skills, which are central to effective leadership performance.
How Government Works
Understanding the core elements of the overall health system and how they are changing and transforming is essential to understanding the leader’s role and sphere of influence in the system. This session will highlight key system directions – shift to community care, disease management, strategic alliances, shared governance models and others – and explore the impact on participant roles and strategies.
Leading with Purpose: Planned Change
Numerous authors have written about the challenges of leading change, and most of their models are conceptually similar. Too often, however, these models and frameworks fail to take into account the unique challenges of leading change in the highly professionalized (and fragmented) healthcare environment. We will begin by examining best practices when leading anticipatory or planned changes in complicated systems when we know what to do, but the challenge is how to do it. The role of the leader as “system architect” will be presented, developing an appreciation for how the model for change can be deployed across a range of initiatives in complicated systems.
Adaptive Change: Patient Zero Simulation
Leading change in complex systems requires the ability to innovate, learn and adapt again. That is, the change leader needs to develop an adaptive action plan not only for the “how,” but also the “what” — there is no recipe. This requires not only individual resilience but also team and organizational resilience and a keen sense of managing emotions and understanding one’s values. Our model of adaptive change prepares participants to solve complex problems with incomplete information and no historical solution. This session uses a newly developed team-based, interactive simulation in the context of pandemic planning.
The application period is closed. If you have any questions, please contact us at ocfpcme@ocfp.on.ca.
Program Faculty
Showing biography of Brian Golden .
Brian Golden is the academic director for The Primary Care Leadership Academy and is the Sandra Rotman chaired professor in health sector strategy at the Rotman School of Management, The University of Toronto and The University Health Network. He is the founding academic director of The Sandra Rotman Centre for Health Sector Strategy, a policy, research and leadership development institute. His research has informed policy around collaborative leadership, system design, funding models and primary care.
From 2005 to 2010, Golden was board chair of the Institute for Clinical Evaluative Sciences (ICES). He is former board chair of Rise, a non-profit micro-finance organization providing business development funding as well as funding for individuals with mental health and addiction challenges. Among his published work are articles in The Harvard Business Review, The Canadian Medical Association Journal, The Strategic Management Journal, Healthcare Quarterly, Healthcare Papers, The Annals of Pharmacotherapy, Management Science, Clinical Oncology and Health Policy. Golden’s Healthcare Quarterly article, “Transforming Healthcare Organizations,” was that publication’s most downloaded article, with more than 200,000 downloads.
As an adviser and director of leadership development programs, Golden has worked with a variety of organizations, including the Canadian Medical Association, provincial and territorial medical associations, Canadian provincial governments, Britain’s National Health Service, several Local Integration Health Networks, and hospitals and agencies, including The Hospital for Sick Children, The University Health Network, Hamilton Health Sciences, London Health Science Centre, Sunnybrook College Health Sciences Centre, The Centre for Addiction and Mental Health, British Columbia Cancer Agency, Cancer Care Ontario, The King Faisal Specialist Hospital and Baylor Medical Center. Private-sector clients include Tieto (Finland), General Electric, and Baxter. He is the founding academic director of The Rotman School’s advanced health leadership program and the global executive MBA in health care and life sciences. Golden was the founding director of The Judy Project, Canada’s premier program for senior women leaders in the private and public sectors.
In 2016, he was made a fellow of the Canadian Academy of Health Sciences — the first business school professor to be recognized by the academy for his contributions to health care and life sciences. Additional honours include Canada’s Ted Freedman Innovation in Education award and the Canadian Medical Association’s first Eureka Award for Innovation in Physician Education.
Showing biography of Nouman Ashraf .
Nouman Ashraf is an associate professor, teaching stream within the organizational behaviour and human resources management area at the Rotman School of Management. Ashraf specializes in enabling innovative and inclusive practices within organizational life.
Showing biography of Dr. Marlys Christianson .
Dr. Marlys Christianson is a physician and an Associate Professor of Organizational Behaviour at Rotman. She received a Medical Degree from the University of Saskatchewan and a PhD in Management & Organizations from the University of Michigan. Marlys specializes in the coordination of complex and interdependent work, decision-making in high-risk environments, and resilient organizing.
Showing biography of Zayna Khayat .
Zayna is adjunct faculty and executive-in-residence in the Health Sector Strategy stream at the Rotman School of Management at the University of Toronto where she instructs a course in healthcare innovation in the health MBA program. Zayna is VP of Growth & Client Success at Teladoc Health in Canada, and is the in-house health futurist with Deloitte Canada’s Healthcare practice.
Showing biography of Maja Djikic .
Maja Djikic is an associate professor of organizational behaviour and human resource management and the director of the self-development laboratory at the Rotman School of Management, University of Toronto. She is a psychologist specializing in the field of personality development. Her work examines the means of developing a congruent and flexible self.
Showing biography of Jennifer Riel .
Jennifer Riel is an adjunct professor at the Rotman School of Management, where she has taught strategy, innovation and integrative thinking to MBA and executive audiences. In her other day job, Riel leads strategy work at IDEO, the pre-eminent global innovation consulting firm. She also serves as strategy and innovation adviser to senior leaders at several Fortune 100 companies and healthcare providers.
Showing biography of Jamison Steeve .
Jamison Steeve is Chief Strategy Officer at the YMCA GTA and is responsible for marketing, communications, government relations, information technology, research and evaluation and the implementation of the Y’s strategic plan. Jamison has spent almost 20 years working in the public policy arena. He brought a thoughtful and results oriented approach to his role as the Executive Director at the Martin Prosperity Institute and the Institute for Competitiveness and Prosperity, two of Canada’s leading think tanks.
Showing biography of Mark Weber .
Mark Weber is Eyton director of the Conrad School of Entrepreneurship and Business at the University of Waterloo. He is a leading researcher and award-winning instructor on decision-making, negotiations, trust, leadership and co-operation. In addition to his scholarly work, Weber consults on matters of leadership and organizational effectiveness with organizations globally.
