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Advanced Leadership Skills for the 21st Century Work Environment

Develop advanced leadership skills for leading strong teams and offering specific appreciation and recognition to employees.

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About this Certificate Program

The work environment of healthcare is experiencing high levels of change with the entry of younger workers, high employee turnover, and retirement of Boomers. Leaders face increasing stress as they seek ways to improve customer satisfaction, increase employee engagement, and achieve quality outcomes. Leaders cannot achieve success on their own but must engage the work of teams at all levels to collaborate for high impact. They also need employees that are actively engaged in the work of the organization. Leaders that successfully complete this six-course series will gain skills for building teams, engaging teams in the work of the organization, and providing employee feedback and appreciation that positively impacts the employee and increases their engagement.

Target Audience

This leadership program is for both emerging and experienced leaders in all fields/disciplines of healthcare that want to advance their team building skills and develop an employee first culture.

Goals & Objectives

  • Increase skills in team building and collaboration.
  • Strengthen the work of teams through conflict management and collaboration.
  • Implement the steps required for developing an employee first culture through increased appreciation and recognition efforts.
  • Integrate understanding of the role of the leader in creating a positive work environment and increasing employee engagement.
  • Practice evidence-based approaches for leading cultural shifts in thinking and sustaining change initiatives.

What's Included in the Certificate Program

Accredited Online Courses*

7 hours of online video lectures and patient demonstrations.

Case Study Interviews

Recorded Q&A sessions between instructors and practice managers.

Interactive Learning Assessments

Case-based quizzes to evaluate and improve clinical reasoning.

Section 1: Building Strong Teams

7 Chapters

Building Powerful Teamskeyboard_arrow_down

  • Team FormationChapter 1

    This chapter takes a look through the five stages of team formation. Team members are key to accountability and achieving the outcomes of the organization. How does a leader get buy-in? This chapter will offer strategies into how leaders can build strong team formations.

  • Trust BuildingChapter 2

    Trust is the foundation of a strong, effective team but can be difficult to attain within organizational structures. This chapter will explore the importance of trust and offer tips for building trust between team members.

  • Conflict ManagementChapter 3

    Conflict can be a healthy component of team dynamics, as the best ideas often come from a healthy debate among team members. Not all team leaders or members are comfortable with conflict and often choose to avoid it. This chapter will discuss why conflict is healthy for teams, how team leaders can encourage healthy debate, and when too much conflict can be damaging to the team.

  • Effective CommunicationChapter 4

    Ineffective and inconsistent communication is a common complaint in most organizations. Communication is an important component of successful teams. This chapter will discuss methods and strategies for increasing communication amongst teams. Tips are given for building stronger teams in virtual work environments.

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Powerful Teams: The Engine That Drives the Organizationkeyboard_arrow_down

  • Why Team MattersChapter 1

    This chapter will discuss the role of the team in relation to the organization. The importance of defining the purpose of the team will be described along with a process for identifying the role of the team in achieving organizational outcomes.

  • Characteristics of a High-Performing TeamChapter 2

    This chapter will explain the key characteristics of a team and why they are important. It will also explore why teams can fail and what can be done to help a team be more cohesive.

  • Strengths-Based TeamsChapter 3

    Every team has a diversity of talent, knowledge, and skills. It is up to the leader to build a team that balances the strengths and weaknesses of each team member. This chapter will discuss the value of a strengths-based team and provide tips for team member selection and understanding the DNA of your team.

  • Developing an Emotionally Intelligent TeamChapter 4

    Most understand the importance of emotional intelligence (EI) in leadership, but what role does EI play in team development and the leadership of a team? This chapter will discuss EI and its role in working better together, increasing communication, and building strong relationships among team members.

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The Impact of Effective Teamskeyboard_arrow_down

  • The Role of the Leader in Building a TeamChapter 1

    Without clear direction, a team can be set up for failure. This chapter will discuss the process for identifying the purpose of a team and why is it essential in guiding the team.

  • Establishing Goals for the TeamChapter 2

    Every team needs a set of key performance indicators (KPIs) to focus and guide their work. This chapter will discuss the role of KPIs in team development and the process for selecting them. Examples of a key indicator report for use in monitoring and evaluation of the goal attainment is provided.

  • Commitment and Accountability of TeamsChapter 3

    Accountability is an important characteristic of an effective team. It is not just the responsibility of the leader, but rather the team members. How does a team hold each other accountable? How do teams measure their success? This chapter will discuss accountability and strategies for teams to employ for having an “all hands on deck” approach to goal achievement.

  • Turnover Happens: Change in Team MembersChapter 4

    It is inevitable that teams will have turnover and attrition. Each time a change occurs, it puts the team at risk for a setback. This chapter will discuss the process of engaging new team members in the team process, clarifying roles, and building trust.

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Section 2: Developing an Employee First Culture

6 Chapters

Employee First Culture and the Changing Workforcekeyboard_arrow_down

  • What Is an Employee First Culture?Chapter 1

    This chapter will describe an employee first culture and the rationale for implementation in a health care setting. It will also compare and contrast it to a traditional person-centered model.

  • Making the Case for Employee First CultureChapter 2

    This chapter will discuss the dynamics of the workforce today and why new approaches are needed to improve the working environment. Positive outcomes that can be achieved through implementation of an employee first culture are also described.

  • Characteristics of an Employee First CultureChapter 3

    This chapter will discuss the key components of an employee first culture and why they are important for organizational success. Strategies for getting started on this innovative model will also be presented.

  • Example of Employee First Culture in ActionChapter 4

    It has often been said that the best ideas for solving the issues of health care will come from outside the field. This chapter will present three non-health care organizations that have successfully implemented an employee first culture. Recommendations will be identified for overcoming common obstacles to success.

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Developing an Employee First Culture Part 1: Getting a Great Startkeyboard_arrow_down

  • Appreciation vs. RecognitionChapter 1

    Most organizations implement an employee recognition program. Often times, these programs can backfire and decrease employee satisfaction. This chapter will discuss the difference between appreciation and recognition and why it matters to employees.

  • How Are You Doing With Employee Appreciation?Chapter 2

    How is your organization doing with appreciating your staff? Research on workplace culture demonstrates a disparity between how often employees feel appreciated by their supervisor and how often the supervisor believes they show appreciation. This chapter will assist leaders in assessing their current status and provide steps for making improvements.

  • The Role of the LeaderChapter 3

    “It starts at the top” is a statement commonly heard in organizations. So is the case for employee first culture. It is essential that leaders role model the values of an employee first culture. This chapter will get you started with steps you can take for successful implementation.

  • Developing Your Appreciation SkillsChapter 4

    Showing appreciation towards employees does not come naturally for most supervisors. It is a learned skill. This chapter will help you get started with strategies for appreciating employees—even those employees that may be a little more difficult to lead.

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Developing an Employee First Culture Part 2: Achieving Great Outcomeskeyboard_arrow_down

  • Building TrustChapter 1

    A trusting relationship is foundational to an employee first culture. This chapter will discuss the importance of trust and examine strategies or building trust with staff.

  • Improving CommunicationChapter 2

    Communication is always a challenge in dynamic work environments. This chapter will discuss how improving communication with staff can increase employee satisfaction and improve patient outcomes.

  • Building Community and Making Work Fun!Chapter 3

    The average person spends more time at work than they often do with their family, so why shouldn’t work be fun? This chapter will discuss how building community and adding fun into the work environment can increase productivity and positively impact patient outcomes.

  • Making It StickChapter 4

    Change in complex organizations can take a long time to become part of the culture—somewhere between three to five years. Given that is a long, arduous process, how can you know if it is making a difference? This chapter will discuss some methods for monitoring and measuring your progress towards developing an employee first culture.

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Skills Checklist

Linda M. Shell


CEU Approved

7 total hours* of accredited coursework.
MedBridge accredits each course individually so you can earn CEUs as you progress.

      Our clinic could not be happier with MedBridge.

Amy Lee, MPT, OCS
Physical Therapy Central

       MedBridge has allowed us to create a culture of learning that we were previously unable to attain with traditional coursework.

Zach Steele, PT, DPT, OCS
Outpatient Physical Therapy & Rehabilitation Services

    MedBridge has created a cost-effective and quality platform that is the future of online education.

Grant R. Koster, PT, ATC, FACHE
Vice President of Clinical Operations, Athletico Physical Therapy

Frequently Asked Questions

Do I get CEU credit?
Each course is individually accredited. Please check each course for your state and discipline. You can receive CEU credit after each course is completed.

When do I get my certificate?
You will receive accredited certificates of completion for each course as you complete them. Once you have completed the entire Certificate Program you will receive your certificate for the program.

*Accreditation Hours
Each course is individually accredited and exact hours will vary by state and discipline. Check each course for specific accreditation for your license.

Do I have to complete the courses in order?
It is not required that you complete the courses in order. Each Certificate Program's content is built to be completed sequentially but it is not forced to be completed this way.

How long do I have access to the Certificate Program?
You will have access to this Certificate Program for as long as you are a subscriber. Your initial subscription will last for one year from the date you purchase.

Sample Certificate

Sample Certificate

Complete this series to receive your certificate.

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Certificate Program
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