Telemedicine has emerged as a powerful tool in healthcare. During the COVID-19 pandemic, many clinicians and their patients were forced to explore and implement alternative and innovative forms of medical treatment. For many patients, telemedicine was their only link to care. But unlike in-person visits, it only takes a few seconds for a virtual visit to go poorly, exposing you and your institution to risk.

This foundational course, authored by expert clinicians at Weill Cornell Medicine, offers you the chance to examine how to lead successful telemedicine encounters with your patients in a virtual space. More specifically, you will look at how to stage your telemedicine appointments effectively with patients. You will also explore how you can communicate effectively — both verbally and nonverbally — with patients in this arena.

Given the many technical challenges inherent in conducting an effective telemedicine visit, you will examine techniques and tips to help you better prepare for your patients, creating a personal action plan to help you troubleshoot and overcome technical difficulties. In addition, you will investigate how to perform a basic physical exam virtually and have an opportunity to practice it with peers. Finally, you will study how to modify your medical decision-making process in the virtual space. All of the course materials are designed to help you adapt your in-person clinical skills to a virtual environment and ultimately form strong connections with your patients.

The materials in this course correspond to the Association of American Medical Colleges (AAMC) Telehealth Competencies established in 2020.

For people all over the world, in-person interaction has been the medium through which personal and professional communication has traditionally taken place. The COVID-19 pandemic has altered this norm and made it clear that effective virtual communication is a skill that not only business professionals need to master, but also schoolteachers, medical professionals, students — essentially, anyone hoping to make connections within the virtual space.

In this course, you will learn to communicate effectively in a virtual environment and address the complexities inherent in online communication that are largely absent from face-to-face communication. You will learn how to create and adapt to virtual interactions, which includes activities such as setting up your physical space, adjusting your camera, and focusing on intonation and gestures. Finally, you will plan and prepare a high-stakes virtual presentation or communication by putting what you've learned into practice.

In this course, you will identify the responsibilities of a service champion and the personal characteristics that contribute to effectiveness. The key skills required to assess, guide, and motivate service employees’ performance are presented. You will practice the competencies required for engaging your colleagues in creating a strong service culture. Self-assessments and tools provide you with direction in developing several of these skills to evaluate your leadership traits, such as your credibility and expression of empathy. A review of communication channels and characteristics enables you to select the most appropriate method of communicating service standards. A final project provides an opportunity for you to apply course concepts to your own organization to facilitate a strong service culture.

What’s a “service champion”? What do we mean by a “strong service culture”? In this course, you will identify what great customer service teams do so that you can practice and model the same skills, helping your team move from good to great.

Throughout this course you will practice modeling empathy, communication, curious discovery, and empowering others. This practice will give you the ability to empower others and empower your team to deliver excellent service that can be sustained over time.

In this course, you will focus on the key organizational processes that support the development of a strong service culture and exceptional customer service. You will be provided with a number of tools that enable you to select employees who have a strong service orientation and who will be a good fit with organizational values. The processes of orientation and socialization are examined as two powerful means of communicating service standards. You will then examine the benefits of a team-centered, collaborative culture and discuss strategies to facilitate and reward team performance. You will discuss organizational citizenship behavior using specific practices that support continuous on-the-job “training that sticks.” You will wrap up the course by designing an orientation program for new service employees that takes into consideration service-focused principles and practices.
Understanding why people do what they do is the foundation of all influence. When you are inaccurate in doing this, your attempt to influence others will have random and unpredictable effects. But people are complex, and as a leader, you don’t have the time or resources to decipher everyone’s psyche. The key is to know when and how to tailor your approach to understanding others in different kinds of interactions.

In this course, you will learn how to become more accurate in attributing causes to behavior in limited interactions, as well as how to increase your ability to get at the heart of a problem when you have the time and resources to do so. Professor Filipowicz will also teach you how to use a set of tools that can help you understand other people with efficiency, accuracy, and impact.

How can you ensure your organization is providing a service that meets the expectations of both patients and guests? Are there ways your organization could improve customer satisfaction while reducing costs?

In this course, you'll explore how to measure quality and diagnose what's causing issues with quality in your organization. You'll also explore methods for improving processes while maintaining quality at your organization.

Success does not just happen. Successful leaders figure out what matters most to their success and go out and make it happen. This has never been an easy process, but in today's world it has become even more difficult: The volatile, uncertain, complex, and ambiguous (VUCA) environments that confront organizations today require a new breed of leaders. To lead and succeed in a VUCA world, leaders must now be adept at building consensus and influencing people who are outside their direct control but whose cooperation is essential to the success of their efforts.

In this course, you will develop a checklist to help you determine the most important elements required to execute your vision and strategy. You will establish a sphere of influence that can provide external support and determine the most important elements required to accomplish your vision and strategy. Finally, you will prepare for unexpected challenges.

Managing people in a healthcare organization is all about effective communication and good leadership practices—both of which will allow you to create a top-notch team. In this course, Dr. Karpman will share his expertise in medicine and business and give you a framework  to evaluate yourself and the people you work with through the lens of your organization's mission, vision, and values. You'll also work to solve communication issues at both the organizational and individual levels.

In the five-part course project, Dr. Karpman will challenge you to define goals and values, plan for performance management, find efficiencies by planning better meetings, refine your mediation skills, and evaluate organizational communication. Dr. Karpman will also talk to you about the importance of promoting a culture of safety, and using time-tested teamwork and performance strategies to improve your organization.

VUCA is an acronym that stands for “volatility, uncertainty, complexity, and ambiguity.” Learn from General George W. Casey, Jr. how leaders understand and counteract the impacts of the VUCA world to lead more effectively today. In this course, you will gain insights into how you can identify and reduce the impact of volatility, uncertainty, complexity, and ambiguity in your workplace, elevating your opportunity to succeed. You will match your strengths and weaknesses with the leadership characteristics essential in today's VUCA world to formulate an action plan to guide you in improving your leadership skills. Finally, you will develop skills to improve your vision, courage, and character, ultimately preparing you to lead in a VUCA world.

A crisis can have a tremendous impact on the people involved and on an organization's performance and reputation, so it's important to communicate effectively in order to minimize negative consequences. Preparing for a crisis through the creation and ongoing analysis of a crisis communication plan can help minimize negative reactions and fallout. In this course, you will define crisis, paracrisis, and the goals of crisis communication. You will share your own experiences and practice identifying potential crises, creating a crisis communication plan, choosing a crisis communication team, and evaluating the plan.

A key component of preparing for a crisis is crafting messages for internal and external stakeholders. Messages must be quick, consistent, and open, and preparing initial statements ahead of time will help leaders and spokespersons communicate effectively during a crisis. You will examine the content of effective initial statements with the opportunity to review real-life examples, evaluating them for quality and success. You will practice addressing difficult questions and criticisms, exploring acceptable and graceful responses.

Once the crisis is over, it's important to review what worked well, what didn't, and to update the crisis communication plan for next time. Reflecting on a real life example, you will evaluate the response to the crisis and the crisis communication plan itself.

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