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2016 Healthcare Leadership Conference





7:30am - 6:00pm

Charleston Area Convention Center, North Charleston

The people that comprise healthcare delivery make it what it is. The people provide the medical care, patient education, counselling, facility and equipment operation, leadership, and everything else to make a healthcare system. Without the people there would be no healthcare system. It is trite to say that the most valuable resource in healthcare is its people. If people are the most important resource then we need to devote a proportional amount of attention to maintaining and developing healthcare people. Facilities and technology attract a lot of attention, but they are only tools for the healthcare professional.
 This year the Annual Leadership Conference theme will be about the people who make up the healthcare industry. Panels will focus on composition and development of people resources.

KEYNOTE: Vernice "FlyGirl" Armour

Known simply as FlyGirl, Vernice “FlyGirl” Armour went from beat cop to combat pilot in 3 years. Within months of earning her wings, she found herself flying over the deserts of Iraq supporting the men and women on the ground. After serving two tours overseas, she had become America’s First African American Female Combat Pilot. After returning home, she realized that many people wanted to create breakthroughs in their own lives, they just didn’t know how.
From her experiences, she created a 7-step process called the Zero to Breakthrough™ Success Plan. She now travels extensively sharing this message through her keynotes, coaching and seminars. She is your battle-tested speaker and ignites audiences with a dynamic spark that can’t be extinguished. Lead your team through the execution of any plan by harnessing the power of a “Breakthrough Mentality”! From the moment she leaps into the audience, she shows attendees how to go from “Zero to Breakthrough” and create a personal


Talent management and succession planning are important to the successful operation of every organization. Together, they constitute a systematic process for preparing people to meet an organization’s needs for talent over time. They are designed to ensure the continued effective performance of an organization by developing employees at all levels, while paying particular attention to the identification and training of high-potential candidates for managerial or leadership positions.
Talent management and succession planning enable an organization to meet its needs for leadership by assessing the competencies required for key positions, nurturing and developing the talents needed to fill those positions, and implementing procedures and protocols for managerial and leadership replacement when it becomes necessary.
The communities for which healthcare organizations operate are rapidly diversifying. Not only do they provide care for a diverse community of patients and families, but their workforce is also growing more diverse. This diversity is exhibited in a number of ways, including nationality, race, religion, language, age, sexual orientation and physical ability.
The business implications and imperatives healthcare organizations face concerning diversity and inclusion are immense. Diverse communities will demand different care needs, improved quality, new or modified operational processes and services, strategic planning for a diverse patient demographic and continuum of care.
It is incumbent on healthcare organizations and their leaders to both understand and embrace the needs of diverse populations. Their ability to respond to the needs and preferences of a broader customer base will be critical to their financial and operational survival.
The organizational culture of a healthcare organization plays a critically important role in shaping the work environment for its employees. Organizations with environments of civility and respect recruit the best and brightest people, exude high morale and high job satisfaction by their employees, and demonstrate high performing teamwork. Unfortunately, disrespect and incivility at work is rampant in many organizations, and it’s on the rise. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others.
There is an organizational price to be paid for uncivil encounters among coworkers. Employees that have experienced or witnessed incivility reduce their commitment to the organization and demonstrate a reduction in work effort. While individual factors may play a major role in contributing to incivility and disrespectful cultures, the workplace environment is a powerful force that consciously or unconsciously enables acts of incivility, disrespect and bullying.
Emerging evidence and anecdotal reports suggest that the conscientiousness of healthcare leaders in implementing comprehensive, cohesive, and integrated bullying prevention and intervention programs in their organizations is critical to
promote environments of respect and enhance the sustainability of cultures of civility. This panel discussion will focus on tools and methods to identify and address incivility, bullying and disrespectful behavior in the workplace environment as well as methods to develop and support a culture of civility and respect in healthcare organizations.


Questions? Please call (843) 792-6098 or email for more information.


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