lead1

In a minimum of seven pages, discuss the five leadership domains assessed by the ACHE assessment tool. Then, reflect on your own leadership strengths and weaknesses and the qualities of a leader you have and those you have an opportunity to develop. Create a personal development plan with a timeline for developing your leadership skills.

Introduction

Before one can begin to lead other people, one must first understand oneself, especially one’s strengths and weaknesses. For this assessment, you will have an opportunity to explore the concept of competency-based reflection. The

 

ACHE Healthcare Executive 2021 Competencies Assessment Tool [PDF]

 will be a key component towards completing your assessment. This tool was developed from job analysis surveys conducted by the Healthcare Leadership Alliance (HLA), which is comprised of six member organizations, including the American College of Healthcare Executives (ACHE), a professional organization of healthcare leaders. The ACHE competencies, along with your strengths and weaknesses, will be the foundation of this assessment.

Preparation

Before you can begin to lead others, you must first understand yourself. You must understand your strengths so you can further develop those talents, and you must also understand your weaknesses so you can identify areas to improve. Both strengths and weaknesses should be included in a personal development plan.

The 

ACHE healthcare executive 2021 competencies assessment tool [PDF]

 is particularly important for this assessment. Complete the assessment tool if you haven’t completed it already, review the results, then analyze the results, and develop a personal leadership plan to set goals for the future.

The assessment tool is broken into five domains:

· Communication and relationship management

· Leadership

· Professionalism

· Knowledge of the healthcare environment

· Business skills and knowledge

Instructions

This assessment has two parts:

Use the 

APA Paper Template [DOCX]

 to write a 7–10 page paper that responds to the following:

PART 1: LEADERSHIP SELF-REFLECTION

· Discuss the five leadership domains assessed by the ACHE assessment tool.

· Determine strategies to develop your identified strengths and weaknesses for each of the five domains.

. For each of the five domains, summarize both your strengths and your weaknesses.

. For each domain, identify at least one resource you can use immediately to further develop your skills, for a total of five resources.

· Describe qualities needed by leaders.

· Analyze the qualities of a leader you have and the ones you need to develop.

. From your readings and research, define the primary qualities needed by leaders and apply those qualities to your personal assessment.

. Describe which qualities you possess and which qualities present opportunities for improvement.

PART 2: PERSONAL DEVELOPMENT PLAN

1. Create a 1-year personal development plan.

· This plan should synthesize your assessment results with research you have completed.

· Identify at least three things you would like to work on over the next year.

2. Develop a timeline for your personal development plan with specific metrics to measure your progress.

One potential way to approach this part is to create a table to break the three goals into actionable steps after you have identified three things that you would like to work on. Your table should have the following four columns.

· First column: Overall goals.

· Second column: All the steps necessary to reach each goal.

· Third column: How you will measure the progress toward each step.

· Fourth column: The deadline for completing the steps.

An example of this table could be like this (your table will include three goals and each goal can have more than two steps):

Goal	Steps	Measure	Deadline
Work-life balance.	Leave work by 5 p.m. daily.	Time left daily.	1-1-20XX
Do not check email from home.	Number of times email is checked from home.	3-1-20XX

ADDITIONAL REQUIREMENTS

· Length: A minimum of seven double-spaced pages, not including title and reference pages.

· Font and font size: Arial, 12 point.

· References: Cite at least three references from peer-reviewed journals, in addition to your textbook.

· Format: Use the 
APA Paper Template [DOCX]
 to write your paper using current APA style and formatting for the paper as well as for references and citations. Refer to 

Evidence and APA

 on Campus for more information. You may use first person for the portions of this paper where it is appropriate to do so.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

· Competency 1: Assess one’s leadership style in a professional health care setting.

. Discuss the five leadership domains assessed by the ACHE assessment tool.

. Determine strategies to develop the identified strengths and weaknesses for each of the five leadership domains.

. Describe qualities needed by leaders.

. Analyze personal leadership qualities and the ones that need development.

. Create a one-year personal development plan.

. Develop a timeline for a personal development plan.

· Competency 5: Communicate in a manner that is scholarly, professional, and respectful of the diversity, dignity, and integrity of others and is consistent with the expectations for health care professionals.

. Adhere to the rules of grammar, usage, and mechanics.

. Apply APA style and formatting to scholarly writing.

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8

Note: The explanatory text in this paper template is provided to help you understand the different parts of an APA paper. After reading the information, please delete it, and use the paper as a template for your own papers. In the various areas of the paper, such as the titles, you may wish to edit the text with your own information for your paper instead of deleting it, in order to keep the correct format. Save this template in a file for future use and information.

Page 1 begins on the cover page. The entire document should be double-spaced, have 1-inch margins on all sides, and use 12-point, Times New Roman font.

Full Title of Your Paper

Learner’s Full Name

Capella University

Course Number and Name

Instructor Name

Month Year

APA Style Paper Template: A Resource for Academic Writing

(Please change the titles in this document to fit your paper.)

American Psychological Association (APA) style is most commonly used to cite sources within the social sciences. APA style is used when writing papers in the psychology programs offered at Capella University. This document serves as an APA style template for you to use when writing your own papers, as well as a resource containing valuable information that can be used when writing academic papers. For more information on APA style, refer to the Publication Manual of the American Psychological Association (American Psychological Association [APA], 2020).

In the first section of this paper, the author demonstrates how an introduction effectively introduces the reader to the topic of the paper. In APA style, an introduction never gets a heading. For example, this section does not begin with a heading titled “Introduction,” unlike the following section, which is titled “Writing an Effective Introduction.” The following section will explain in greater detail a model that can be used to effectively write an introduction in an academic paper. The remaining sections of the paper will continue to address APA style and effective writing concepts including section headings, organizing information, the MEAL plan, the conclusion, and the reference list.

Writing an Effective Introduction

An effective introduction often consists of four main components, including (a) the position statement, thesis, or hypothesis, which describes the author’s main position; (b) the purpose, which outlines the objective of the paper; (c) the background, which contains general information needed to understand the content of the paper; and (d) the approach, which is the process or methodology the author uses to achieve the purpose of the paper. This information will help readers understand what will be discussed in the paper. It can also serve as a tool to grab the reader’s attention. Authors may choose to briefly reference sources that will be identified later in the paper, as in this example (APA, 2020; APA, 2010; Walker, 2008).

In an introduction, the writer often presents something of interest to capture the reader’s attention and introduce the issue. Adding an obvious statement of purpose helps the reader know what to expect while helping the writer to focus and stay on task. For example, this paper will address several components necessary to effectively write an academic paper, including (a) how to write an introduction, (b) how to write effective paragraphs using the MEAL plan, and (c) how to properly use APA style.

Level 1 Section Heading Is Centered, Bold, Upper, and Lowercase

Using section headings is an effective method of organizing an academic paper. Section headings can significantly improve the quality of a paper. This is accomplished because section headings help both the reader and the author with the organization of ideas and flow of the work.

Level 2 Section Heading is Flush Left, Bold, Upper, and Lowercase

The heading style recommended by APA consists of five levels (APA, 2020). This document contains two levels to demonstrate how headings are structured according to APA style. Immediately before the previous paragraph, a Level 1 Section Heading was used. That section heading describes how a Level 1 Heading should be written, which is centered and bold, using upper- and lowercase letters. For another example, see the section heading “Writing an Effective Introduction,” on page 3 of this document. A Level 2 heading is used when there are subcategories under a Level 1 topic. For example, you may have a Level 1 heading of Theories, and then subcategories (Level 2 sections) of Behavioral Theory, Cognitive Theory, and Psychodynamic Theory. You made not always need Level 2 headings in your work.

Section Headings Help the Reader

Section headings serve multiple purposes, including (a) helping the reader understand what is being addressed in each section, (b) helping readers, who may be more likely to maintain an interest in the paper, and (c) helping readers choose what they want to read. For example, if the reader of this document wants to learn more about writing an effective introduction, the previous section heading clearly states that is where information can be found. When subtopics are needed to explain concepts in greater detail, different levels of headings are used according to APA style.

Section Headings Help the Author

Section headings do not only help the reader but also can help the author organize the document during the writing process. Section headings can help arrange topics in a logical order, and they can help an author manage the length of the paper. In addition to an effective introduction and the use of section headings, each paragraph of an academic paper can be written in a manner that helps the reader stay engaged. Capella University promotes the use of the MEAL plan to serve this purpose.

The MEAL Plan

The MEAL plan is a model used by Capella University to help learners effectively compose academic discussions and papers. Each component of the MEAL plan is critical to writing an effective paragraph. The acronym MEAL is based on four components of a paragraph (M = Main point, E = Evidence or Example, A = Analysis, and L = Link). The following section includes a detailed description and examples of each component of the MEAL plan.

When writing the content sections of an academic paper (as opposed to the introduction or conclusion sections), the MEAL plan can be an effective model for designing each paragraph. A paragraph begins with a description of the main point, which is represented by the letter “M” of the MEAL plan. For example, the first sentence of this paragraph clearly states that the main point is a discussion of the MEAL plan. Once the main point has been made, evidence and examples are provided.

The second component of a paragraph contains evidence or examples, which are represented by the letter “E” in the MEAL plan. An example of this component is actually this sentence, which provides an example of an example. Evidence can be in the form of expert-opinion and findings from research. For example, evidence shows that plagiarism can occur even when it is not intended if sources are not properly cited (Marsh et al., 1997; Walker, 2008). The previous sentence provides evidence supporting why evidence is used in a paragraph.

Analysis, which is represented by the letter “A” of the MEAL plan, should be based on the author’s interpretation of the evidence. An effective analysis might include a discussion of the strengths and weaknesses of the arguments, as well as the author’s interpretations of the evidence and examples. If a quote is used, the author should provide an analysis of the quote and the specific point it makes for the author’s position. Without an analysis, the reader might not understand why the author discussed the information that the reader just read. For example, the previous sentence is an analysis by the author of why an analysis is performed when writing paragraphs in academic papers. Even with the first three elements of the MEAL plan, it would not be complete without the final component.

The letter “L” of the MEAL plan refers to information that links the current and the subsequent paragraphs. The link helps the reader understand what will be discussed in the next paragraph. It summarizes the author’s reasoning and shows how the paragraph fits together and leads (that is, links) to the next section of the paper. For example, this sentence might explain that once the MEAL plan has been effectively used when writing the body of an academic paper, the final section is the summary and conclusion section.

Summary and Conclusion

A summary and conclusion section, which can also be the discussion section of an APA-style paper, is the final opportunity for the author to make a lasting impression on the reader. The author can begin by restating positions and summarizing the most important points that have been presented in the paper. It is not a place to introduce new information that was not presented previously in the paper. For example, this paper was written to demonstrate to readers how to effectively use APA style when writing academic papers. Various components of an APA-style paper that were discussed or displayed in the form of examples include a title page, introduction section, levels of section headings and their use, in-text citations, the MEAL plan, a conclusion, and the references list.

References

American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).

American Psychological Association. (2010). Ethical principles of psychologists and code of conduct. http://www.apa.org/ethics/code/index.aspx

Marsh, R. L., Landau, J. D., & Hicks, J. L. (1997). Contributions of inadequate source monitoring to unconscious plagiarism during idea generation. Journal of Experimental Psychology: Learning, Memory, and Cognition, 23(4), 886–897. https://doi.org/10.1037/0278-7393.23.4.886

Walker, A. L. (2008). Preventing unintentional plagiarism: A method for strengthening paraphrasing skills. Journal of Instructional Psychology, 35(4), 387–395. http://search.proquest.com/docview/213904438?accountid=27965

Always begin a reference list on a new page. Use a hanging indent after the first line of each reference. The reference list is in alphabetical order by the author’s last name. A reference list contains only sources that are cited in the body of the paper, and all sources cited in the body of the paper must be contained in the reference list.

When a digital object identifier (DOI) is available for a journal article, it should be placed at the end of the citation. If a DOI is not available, a uniform resource locator (URL) should be used. The Marsh, Landau, and Hicks (1997) reference is an example of how to cite a source using a DOI. The Walker (2008) reference is an example of how to cite a source using a URL.

REMINDER: Delete all unneeded placeholder text from your paper. This may include unnecessary headings and explanatory content such as the paragraphs above.

ACHE HEALTHCARE EXECUTIVE
2021 COMPETENCIES
ASSESSMENT TOOL

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives1

The American College of Healthcare Executives’ Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare leaders
to use in assessing their expertise in critical areas of
healthcare management.

How to Use This Tool
This tool can be used in several different ways to identify
areas of strength and areas that may need professional
skill development as well as formulating a development
plan. Some examples of how this tool can be used are
listed below.

• Self or organizational assessment. The tool is designed to
help you identify strengths and areas for development in
relation to ACHE’s competencies. It may provide
valuable information in your performance planning and
review.

• Team or group development. The tool may help link
individual performance to the goals of the organization.
Integrating knowledge and skills needed for effective
leadership will allow team members to achieve corporate
goals, objectives and values.

• Employee selection or job descriptions. The tool may
provide the ability to look beyond the individual and
understand the composition of the entire workforce by
exploring the strengths, weaknesses and gaps across the
organization. You can make more informed decisions
regarding training initiatives, allocate resources more
effectively and align development opportunities with
organizational goals.

• Academic or professional development programs. The tool
may help uncover knowledge and skills you may wish to
update or improve. Once you have completed the
ratings, you will get results that point to the
competencies you should focus on when choosing
professional development opportunities.

This tool is self-scored with no right or wrong answers.
Use the results to make a development plan, and complete
the ACHE Competencies Assessment Tool at desired
intervals to measure growth over time.

To assess expertise in the five domains of this tool,
consider where you, the person, or the team you are
assessing would fall on the scale of skill acquisition.

• Novice (1)–An individual’s primary focus is
understanding and gaining information in order to
comprehend the skills needed. You have the level of
experience gained in a classroom setting or on-the-
job training. You are expected to need help when
performing this skill.

• Competent (3)–People with considerable experience
develop competence in solving problems within the
learned guidelines and rules. You are able to
successfully complete the competency as requested.
Help from experts may be required from time to
time, but you can usually perform the skill
independently.

• Expert (5)–Experts work intuitively analyzing,
recognizing patterns, critiquing and solving
problems with ideas and expertise. You are known as
the expert in this area. You can provide guidance,
troubleshoot and answer questions related to this
competency.

For your convenience, a complete list of ACHE resources,
including readings, programs, assessments, and self-study
courses are included in the back of the directory and
referenced by number in each section of the assessment.

About This Tool
The competencies are derived from job analysis surveys of
healthcare leaders across various management and
administration disciplines. They are aligned with the
challenges and opportunities experienced by leaders
today. The tool is reviewed and updated annually.

Professionalism

Leadership

Knowledge
of the

Healthcare
Environment

Business Skills
and

Knowledge

Communication
and Relationship

Management

*derived from HLA Model

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 2

Within the ACHE Healthcare Executive Competencies
Assessment Tool, the competencies are categorized into five
critical domains: Communication and Relationship
Management, Leadership, Professionalism, Knowledge of
the Healthcare Environment and Business Skills and
Knowledge. The definitions for the domains are as follows:

1. Communication and Relationship Management
The ability to communicate clearly and concisely with
internal and external customers, establish and maintain
relationships and facilitate constructive interactions with
individuals and groups. This domain includes:

A. Relationship Management

B. Communication Skills

C. Facilitation and Negotiation

2. Leadership
The ability to inspire individual and organizational
excellence, create a shared vision and successfully manage
change to attain the organization’s strategic ends and
successful performance. Leadership intersects with each
of the other four domains. This domain includes:

A. Leadership Skills and Behavior

B. Organizational Climate and Culture

C. Communicating Vision

D. Managing Change

3. Professionalism
The ability to align personal and organizational conduct
with ethical and professional standards that include a
responsibility to the patient and community, a service
orientation, and a commitment to lifelong learning and
improvement. This domain includes:

A. Personal and Professional Accountability

B. Professional Development and Lifelong Learning

C. Contributions to the Community and Profession

4. Knowledge of the Healthcare Environment
The understanding of the healthcare system and the
environment in which healthcare managers and providers
function. This domain includes:

A. Healthcare Systems and Organizations

B. Healthcare Personnel

C. The Patient’s Perspective

D. The Community and the Environment

5. Business Skills and Knowledge
The ability to apply business principles, including systems
thinking, to the healthcare environment. This domain
includes:

A. General Management

B. Financial Management

C. Human Resource Management

D. Organizational Dynamics and Governance

E. Strategic Planning and Marketing

F. Information Management

G. Risk Management

H. Quality Improvement

I. Patient Safety

Healthcare leaders should demonstrate competence in
aspects of all five of these domain areas. As you work your
way through the ACHE Competencies Assessment Tool, we
hope you will find it valuable and that it provides
guidance along your path of lifelong professional
education as you face the ongoing challenges of
management and leadership. We have made it available as
a PDF file at ache.org/CareerResources and hope you
will share it with other healthcare leaders.

About the Competencies
The competencies were derived from job analysis surveys
conducted by Healthcare Leadership Alliance
associations. In addition to the American College of
Healthcare Executives, members of the Healthcare
Leadership Alliance are American Association of
Physician Leadership, American Organization of Nurse
Executives, Healthcare Financial Management
Association, Healthcare Information and Management
Systems Society and Medical Group Management
Association.

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives3

COMPETENCY LEVEL

Novice Competent Expert

1. Communication and Relationship Management

A. Relationship Management

Organizational structure and relationships 1 2 3 4 5

Build collaborative relationships 1 2 3 4 5

Demonstrate effective interpersonal relations 1 2 3 4 5

Develop and maintain medical staff relationships 1 2 3 4 5

Develop and maintain supplier relationships 1 2 3 4 5

Identify stakeholder needs/expectations 1 2 3 4 5

Provide internal customer service 1 2 3 4 5

Practice and value shared decision making 1 2 3 4 5

Other professional norms and standards of behaviors as defined
by professions such as AHA, physician’s oaths and
other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 3, 4, 11, 17, 20, 22, 30, 33, 58, 60, 67, 74, 84, 86, 89, 93, 103, 110, 114
Programs: 5, 10, 12, 13, 12, 15, 17, 18, 30, 33, 40, 45, 50, 52, 54, 62
Leadership Assessments: 1, 5, 6, 7
Self-Study Courses: 2, 3,

18

B. Communication Skills

Public relations 1 2 3 4 5

Principles of communication and their specific applications 1 2 3 4 5

Sensitivity to what is correct behavior when communicating
with diverse cultures, internal and external 1 2 3 4 5

Communicate organizational mission, vision, objectives
and priorities 1 2 3 4 5

Identify and use human and technical resources to develop
and deliver communications 1 2 3 4 5

Prepare and deliver business communications, including
meeting agendas, presentations, business reports and
project communications plans 1 2 3 4 5

Present results of data analysis to decision makers 1 2 3 4 5

Provide and receive constructive feedback 1 2 3 4 5

Use factual data to produce and deliver credible and
understandable reports 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 4

COMPETENCY LEVEL
Novice Competent Expert

Readings: 11, 20, 22, 24, 56, 72, 86, 116
Programs: 10, 12, 16, 38, 41, 43, 50
Leadership Assessments: 6, 7

C. Facilitation and Negotiation

Mediation, negotiation and dispute resolution techniques 1 2 3 4 5

Team building techniques 1 2 3 4 5

Labor relations strategies 1 2 3 4 5

Build effective physician and administrator leadership teams 1 2 3 4 5

Create, participate in and lead teams 1 2 3 4 5

Facilitate conflict and alternative dispute resolution 1 2 3 4 5

Facilitate group dynamics, process, meetings and discussions 1 2 3 4 5

Readings: 3, 4, 11, 21, 35, 69, 74, 84, 87, 100, 102, 108, 110, 114
Programs: 4, 38, 41, 49, 50, 62
Leadership Assessments: 4, 6, 7
Self-Study Courses: 2, 18, 23

COMMUNICATION AND RELATIONSHIP MANAGEMENT
DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives5

COMPETENCY LEVEL
Novice Competent Expert

2. LEADERSHIP

A. Leadership Skills and Behavior

Leadership styles/techniques 1 2 3 4 5

Leadership theory and situational applications 1 2 3 4 5

Potential impacts and consequences of decision making in
situations both internal and external 1 2 3 4 5

Adhere to legal and regulatory standards 1 2 3 4 5

Champion solutions and encourage decision making 1 2 3 4 5

Develop external relationships 1 2 3 4 5

Collaborative techniques for engaging and working with physicians 1 2 3 4 5

Incorporate and apply management techniques and theories
into leadership activities 1 2 3 4 5

Foster an environment of mutual trust 1 2 3 4 5

Support and mentor high-potential talent within the organization 1 2 3 4 5

Advocate and participate in healthcare policy initiatives 1 2 3 4 5

Readings: 3, 4, 6, 15, 18, 21, 22, 35, 37, 51, 54, 56, 58, 60, 72, 76, 81, 82, 83, 85, 86, 89, 107, 108
Programs: 1, 4, 12, 22, 35, 37, 39, 41, 50, 52, 53, 62
Leadership Assessments: 1, 3, 6, 7
Self-Study Courses: 1, 3, 5, 7, 13

B. Organizational Climate and Culture

Create an organizational climate that encourages teamwork 1 2 3 4 5

Create an organizational culture that values and supports diversity 1 2 3 4 5

Knowledge of own and others’ cultural norms 1 2 3 4 5

Assess the organization, including corporate values and culture,
business processes and impact of systems on operations 1 2 3 4 5

Readings: 20, 22, 30, 36, 46, 58, 82, 87, 92, 97, 103, 108
Programs: 13, 19, 23, 30, 36, 38, 50, 52, 55, 62
Leadership Assessments: 7
Other: 3

C. Communicating Vision

Establish a compelling organizational vision and goals 1 2 3 4 5

Create an organizational climate that facilitates individual motivation 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 6

COMPETENCY LEVEL
Novice Competent Expert

Encourage a high level of commitment to the purpose and
values of the organization 1 2 3 4 5

Hold self and others accountable for organizational
goal attainment 1 2 3 4 5

Gain physician buy-in to accept risk and support new
business ventures 1 2 3 4 5

Readings: 4, 21, 22, 35, 74, 82, 84, 85, 87, 89, 108, 114, 126
Programs: 13, 16, 38, 40, 50
Leadership Assessments: 7
Self-Study Courses: 1, 13

D. Managing Change

Promote and manage change 1 2 3 4 5

Explore opportunities for the growth and development of the
organization on a continuous basis 1 2 3 4 5

Promote continuous organizational learning/improvement 1 2 3 4 5

Anticipate and plan strategies for overcoming obstacles 1 2 3 4 5

Anticipate the need for resources to carry out initiatives 1 2 3 4 5

Develop effective medical staff relationships in support
of the organization’s mission, vision and strategic plan 1 2 3 4 5

Readings: 1, 2, 3, 6, 11, 17, 20, 21, 22, 25, 34, 35, 38, 58, 62, 67, 74, 82, 84, 85, 87, 89, 92, 102, 103, 106, 110, 114
Programs: 26, 35, 37, 38, 40, 41, 50, 53, 62
Leadership Assessments: 3, 5
Self-Study Courses: 2, 13, 18

LEADERSHIP DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives7

COMPETENCY LEVEL

Novice Competent Expert 3. PROFESSIONALISM

A. Personal and Professional Accountability

Patient rights and responsibilities 1 2 3 4 5

Ethics committee’s roles, structure and functions 1 2 3 4 5

Consequences of unethical actions 1 2 3 4 5

Organizational business and personal ethics 1 2 3 4 5

Cultural and spiritual diversity for patients and staff as they
relate to healthcare needs 1 2 3 4 5

Conflict of interest situations as defined by organizational
bylaws, policies and procedures 1 2 3 4 5

Professional roles, responsibility and accountability 1 2 3 4 5

Professional standards and codes of ethical behavior 1 2 3 4 5

Balance professional and personal pursuits 1 2 3 4 5

Uphold and act upon ethical and professional standards 1 2 3 4 5

Adhere to ethical business principles 1 2 3 4 5

Other professional norms and standards of behaviors as defined by
professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 32, 33, 35, 67, 84, 86, 95, 96, 122
Programs: 37, 50, 54
Leadership Assessments: 9
Other: 1, 2, 4, 5, 6, 8

B. Professional Development and Lifelong Learning

Professional norms and behaviors 1 2 3 4 5

Professional societies and memberships 1 2 3 4 5

Contribute to professional knowledge and evidence 1 2 3 4 5

Time and stress management techniques 1 2 3 4 5

Conduct self-assessments 1 2 3 4 5

Network with colleagues 1 2 3 4 5

Participate in continuing education and career planning 1 2 3 4 5

Acquire and stay current with the professional body of knowledge 1 2 3 4 5

Readings: 13, 27, 35, 50, 56, 72, 86, 97, 120, 124, 128
Programs: 9, 13, 35, 39, 43, 52, 62
Leadership Assessments: 2, 6, 8
Self-Study Course: 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 8

COMPETENCY LEVEL
Novice Competent Expert
C. Contributions to the Community and Profession

Ethical implications of human subject research 1 2 3 4 5

Serve as the ethical guide for the organization 1 2 3 4 5

Practice due diligence to carry out fiduciary responsibilities 1 2 3 4 5

Mentor, advise and coach 1 2 3 4 5

Advocate for patients, families and communities 1 2 3 4 5

Advocate with physicians for the importance of hiring
professionally trained and certified administrators
and supporting their professional development 1 2 3 4 5

Participate in community service 1 2 3 4 5

Readings: 2, 20, 51, 58, 75, 96
Programs: 12, 28
Self-Study Courses: 1, 7
Other: 7, 8

PROFESSIONALISM DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives9

COMPETENCY LEVEL
Novice Competent Expert

4. KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT

A. Healthcare Systems and Organizations

Healthcare and medical terminology 1 2 3 4 5

Managed care models, structures and environment 1 2 3 4 5

The interdependency, integration and competition
among healthcare sectors 1 2 3 4 5

Levels of healthcare along the continuum of care 1 2 3 4 5

Levels of service from a business perspective 1 2 3 4 5

Evidence-based management practice 1 2 3 4 5

Healthcare economics 1 2 3 4 5

Requirements for nonprofit healthcare organizations 1 2 3 4 5

The interrelationships among access, quality, cost,
resource allocation, accountability and community 1 2 3 4 5

Readings: 1, 5, 19, 20, 23, 24, 30, 34, 55, 58, 63, 64, 65, 101, 106, 109, 125
Programs: 9, 13, 22, 35, 40, 44, 49, 52, 60

B. Healthcare Personnel

Ancillary services 1 2 3 4 5

Physician roles 1 2 3 4 5

The healthcare sectors 1 2 3 4 5

Staff perspective in organizational settings 1 2 3 4 5

Nurse and allied health professionals’ scope of practice 1 2 3 4 5

Support services 1 2 3 4 5

Role of nonclinical professionals in the healthcare system 1 2 3 4 5

Educational funding for healthcare personnel 1 2 3 4 5

Workforce issues 1 2 3 4 5

Readings: 20, 21, 28, 39, 60, 66, 71, 86, 88, 97, 108, 126
Programs: 46, 52, 54
Self-Study Courses: 3

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 10

COMPETENCY LEVEL
Novice Competent Expert
C. The Patient’s Perspective

The patient’s perspective (e.g., cultural differences, expectations) 1 2 3 4 5

Readings: 2, 7, 47, 105
Program: 31
Self-Study Course: 12

D. The Community and the Environment

Socioeconomic environment in which the organization functions 1 2 3 4 5

Healthcare trends 1 2 3 4 5

Implications of community standards of care 1 2 3 4 5

Healthcare technological research and advancements 1 2 3 4 5

Organization and delivery of healthcare 1 2 3 4 5

Community standards of care 1 2 3 4 5

Corporate compliance laws and regulations 1 2 3 4 5

Regulatory and administrative environment in which the
organization functions 1 2 3 4 5

Governmental, regulatory, professional and accreditation agencies 1 2 3 4 5

Legislative issues and advocacy 1 2 3 4 5

Readings: 1, 15, 33, 41, 47, 48, 58, 70, 81, 83, 94, 106, 127
Programs: 12, 28, 40
Self-Study Course: 12
Other: 8

KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT
DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives11

COMPETENCY LEVEL
Novice Competent Expert

5. BUSINESS SKILLS AND KNOWLEDGE

A. General Management

Ability to analyze and evaluate information to support a
decision or recommendation 1 2 3 4 5

Ability to distinguish relevant from irrelevant information 1 2 3 4 5

Ability to integrate information from various sources to make
decisions or recommendations 1 2 3 4 5

Collect and analyze data from internal and external sources
relevant to each situation 1 2 3 4 5

Basic business contracts 1 2 3 4 5

Techniques for business plan development, implementation
and assessment 1 2 3 4 5

Justify a new business model or business plan 1 2 3 4 5

Principles of public affairs and community relations 1 2 3 4 5

The functions of organizational policies and procedures 1 2 3 4 5

Analyze the current way of doing business and clinical processes 1 2 3 4 5

Anticipate cause-and-effect relationships 1 2 3 4 5

Conduct needs analysis, identify and prioritize requirements 1 2 3 4 5

Define problems or opportunities 1 2 3 4 5

Distinguish between important and unimportant aspects of
business and clinical situations as a basis
for sound decision making 1 2 3 4 5

Identify alternate processes and potential solutions 1 2 3 4 5

Promote and apply problem-solving philosophies 1 2 3 4 5

Utilize comparative analysis strategies 1 2 3 4 5

Demonstrate critical thinking and analysis 1 2 3 4 5

Prioritize or triage as necessary to ensure critical functions
are repaired, maintained or enhanced 1 2 3 4 5

Broad systems connections—potential impacts and consequences
of decisions in a wide variety of situations both
internal and external 1 2 3 4 5

Systems theory 1 2 3 4 5

Systems thinking 1 2 3 4 5

Champion systems thinking 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 12

COMPETENCY LEVEL
Novice Competent Expert

Identify how a system design accommodates business processes 1 2 3 4 5

Seek information from a variety of sources 1 2 3 4 5

Evidence-based practice 1 2 3 4 5

Facilities planning 1 2 3 4 5

Inventory control systems 1 2 3 4 5

Project management 1 2 3 4 5

Purchasing procurement 1 2 3 4 5

Develop work plans 1 2 3 4 5

Perform audits of systems and operations 1 2 3 4 5

Management functions 1 2 3 4 5

Assess organizational perception of systems
effectiveness and departmental effectiveness 1 2 3 4 5

Develop requests for information and requests for proposals 1 2 3 4 5

Manage vendor contracts 1 2 3 4 5

Measure quantitative dimensions of systems and
departmental effectiveness 1 2 3 4 5

Organize and manage the human and physical resources of the
organization to achieve input, buy-in and optimal performance 1 2 3 4 5

Readings: 5, 14, 19, 20, 21, 22, 30, 34, 40, 58, 59, 63, 67, 71, 79, 80, 86, 93, 100, 101, 103, 119, 126
Programs: 2, 15, 44, 48
Leadership Assessments: 1, 2, 6
Self-Study Courses: 4, 5, 9, 17, 19, 22

B. Financial Management

Basic accounting principles 1 2 3 4 5

Financial management and analysis principles 1 2 3 4 5

Financial planning methodologies 1 2 3 4 5

Financial statements 1 2 3 4 5

Outcomes measures and management 1 2 3 4 5

Reimbursement principles, ramifications and techniques,
including rate setting and contracts 1 2 3 4 5

Principles of operating, project and capital budgeting 1 2 3 4 5

Fundamental productivity measures 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives13

COMPETENCY LEVEL
Novice Competent Expert

Financial controls and auditing principles 1 2 3 4 5

Revenue generation 1 2 3 4 5

Asset management, including depreciation schedule, facilities,
equipment, etc. 1 2 3 4 5

Analyze financial reward versus risk 1 2 3 4 5

Apply financial planning methodologies to
organizational objectives 1 2 3 4 5

Develop accounting and financial control systems 1 2 3 4 5

Develop and use performance monitoring metrics 1 2 3 4 5

Develop coding and reimbursement policies and procedures 1 2 3 4 5

Establish business relationships with financial advisors 1 2 3 4 5

Maintain compliance with tax laws and filing procedures 1 2 3 4 5

Negotiate third-party contracts 1 2 3 4 5

Provide stewardship of financial resources 1 2 3 4 5

Potential impacts and consequences of financial decision making
on operations, healthcare, human resources and quality of care 1 2 3 4 5

Financing including funding sources, the process of obtaining
credit and bond ratings, and issuing bonds 1 2 3 4 5

Philanthropy and foundation work, including source of funding
for non-profit organizations or to target for-profit
organizations’ activities 1 2 3 4 5

Supply chain systems, structures and processes 1 2 3 4 5

Readings: 10, 14, 16, 25, 30, 40, 42, 43, 44, 45, 46, 49, 53, 58, 77, 92, 117
Programs: 4, 7, 17, 23, 24, 25, 26, 32, 33
Self-Study Courses: 14, 19, 21, 22

C. Human Resource Management

Human resources laws and regulations 1 2 3 4 5

Performance management systems 1 2 3 4 5

Recruitment and retention techniques 1 2 3 4 5

Staffing methodologies and productivity management 1 2 3 4 5

Employee satisfaction measurement and improvement techniques 1 2 3 4 5

Employee motivational techniques 1 2 3 4 5

Compensation and benefits practices 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 14

COMPETENCY LEVEL
Novice Competent Expert

Worker safety, security and employee health issues 1 2 3 4 5

Conflict resolution and grievance procedures 1 2 3 4 5

Organizational policies and procedures and their functions 1 2 3 4 5

The need for and/or desirability of outsourcing 1 2 3 4 5

The varying work environments in which staff work 1 2 3 4 5

Define staff roles, responsibilities and job descriptions 1 2 3 4 5

Manage departmental personnel processes, including performance
appraisals; incentives; staff recruitment, selection and retention;
training and education; coaching and mentoring 1 2 3 4 5

Job classification systems 1 2 3 4 5

Develop and implement policies and procedures with physicians
to address physician behavioral and burnout issues 1 2 3 4 5

Develop and manage employee performance
management systems 1 2 3 4 5

Develop effective physician recruitment and
retention programs 1 2 3 4 5

Develop employee benefit and assistance plans 1 2 3 4 5

Engage in workforce planning 1 2 3 4 5

Evaluate and manage employee efficiency and productivity 1 2 3 4 5

Potential impacts and consequences of human resources 1 2 3 4 5

Decision making on operations, finances, healthcare and
quality of care 1 2 3 4 5

Selection techniques, including commonly available assessments
and relative benefits 1 2 3 4 5

Labor relations practices and strategies 1 2 3 4 5

Job design processes 1 2 3 4 5

Succession planning models 1 2 3 4 5

Readings: 5, 11, 21, 28, 30, 39, 40, 51, 52, 69, 71, 86, 95, 110
Programs: 13, 38, 42, 46, 52, 55
Self-Study Courses: 1, 7, 18

D. Organizational Dynamics and Governance

Organization systems theories and structures 1 2 3 4 5

How an organization’s culture impacts its effectiveness 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives15

COMPETENCY LEVEL
Novice Competent Expert

Governance theory 1 2 3 4 5

Governance structure 1 2 3 4 5

Medical staff structure and its relationship to the governing
body and facility operation 1 2 3 4 5

Public policy matters and legislative and advocacy processes 1 2 3 4 5

Organizational dynamics, political realities and culture 1 2 3 4 5

Principles and practices of management and
organizational behavior 1 2 3 4 5

Build trust and cooperation between/among stakeholders 1 2 3 4 5

Construct and maintain governance systems 1 2 3 4 5

Document and implement policies and procedures 1 2 3 4 5

Evaluate and improve governing bylaws, policies and processes 1 2 3 4 5

Facilitate physician understanding and acceptance of good
business management 1 2 3 4 5

Manage the performance of subsystems in a manner that
optimizes the whole synergy 1 2 3 4 5

Interpret and integrate federal, state and local laws and regulation 1 2 3 4 5

Readings: 3, 20, 21, 28, 29, 35, 40, 54, 58, 91, 99, 102, 104, 110, 126
Programs: 3, 13, 18, 37, 50
Other: 8

E. Strategic Planning and Marketing

Business plan development and implementation process 1 2 3 4 5

Business planning, including business case and exit-
strategy development 1 2 3 4 5

Evaluate whether a proposed solution aligns with the
organizational business plan 1 2 3 4 5

Marketing principles and tools 1 2 3 4 5

Marketing plan development 1 2 3 4 5

Manage projects and/or resources 1 2 3 4 5

Healthcare system services 1 2 3 4 5

Implementation planning 1 2 3 4 5

Crisis and disaster planning 1 2 3 4 5

Characteristics of strategic decision support 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 16

COMPETENCY LEVEL
Novice Competent Expert

Strategic planning processes development and implementation 1 2 3 4 5

Develop and monitor departmental strategic and tactical objectives 1 2 3 4 5

Develop a benefits realization model that measures product
or service performance to ensure that strategic goals are met 1 2 3 4 5

Organizational mission, vision, objectives and priorities 1 2 3 4 5

Plan for business continuance in the face of potential disasters
that could disrupt service delivery 1 2 3 4 5

Pursuing and establishing partnerships and strategic alliances 1 2 3 4 5

Readings: 31, 38, 40, 53, 57, 58, 62, 69, 98, 99, 101, 106, 108, 117, 118, 119, 123
Programs: 6, 23, 37, 40, 41, 50, 59
Self-Study Courses: 8, 10, 11, 16

F. Information Management

Application software 1 2 3 4 5

Characteristics of administrative systems/programs 1 2 3 4 5

Characteristics of clinical systems/programs 1 2 3 4 5

Confidentiality principles and laws 1 2 3 4 5

Data analysis, including manipulation, understanding of and
ability to explain data 1 2 3 4 5

Electronic education and information resources and systems 1 2 3 4 5

Health informatics 1 2 3 4 5

Information systems planning and implementation 1 2 3 4 5

Technology trends and clinical applications 1 2 3 4 5

Principles of database and file management 1 2 3 4 5

Technology privacy, confidentiality and security requirements 1 2 3 4 5

Role and function of information technology in operations 1 2 3 4 5

Testing and evaluation activities of IT systems 1 2 3 4 5

Information systems continuity 1 2 3 4 5

Analyze problem reports for trends 1 2 3 4 5

Conduct demonstrations, evaluate and select healthcare IT systems 1 2 3 4 5

Ensure accuracy and integrity of data 1 2 3 4 5

Compatibility of software, hardware and network components
to facilitate business operations 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives17

COMPETENCY LEVEL
Novice Competent Expert

Ensure staff members are trained to use information systems 1 2 3 4 5

Evaluate results of a system security/privacy effectiveness
assessment 1 2 3 4 5

Integrate IT systems that support decision making 1 2 3 4 5

Link the IT plan to the business plan 1 2 3 4 5

Monitor IT systems’ sustainability, reliability and maintainability 1 2 3 4 5

Monitor and adjust IT system capacity 1 2 3 4 5

Recommend policies and procedures for information
management systems 1 2 3 4 5

Information systems continuity, including disaster planning,
recovery, backup, security, sabotage and natural disasters 1 2 3 4 5

Factors that influence selection, acquisition, and maintenance
of IT systems, including upgrades and conversions,
and technology lifecycles 1 2 3 4 5

Healthcare analytics 1 2 3 4 5

Readings: 12, 16, 26, 30, 34, 40, 49, 59, 73
Programs: 61

G. Risk Management

Risk management principles and programs 1 2 3 4 5

Confidentiality principles and laws 1 2 3 4 5
Corporate compliance laws and regulations 1 2 3 4 5

Medicare/Medicaid/third-party payment regulations 1 2 3 4 5

Inspection and accrediting standards, regulations
and organizations 1 2 3 4 5

Patients’ rights, laws and regulations 1 2 3 4 5

Compliance with regulatory agencies and tax
status requirements 1 2 3 4 5

Contingency planning 1 2 3 4 5

Corporate history and record-keeping procedures 1 2 3 4 5

Credentialing, medical malpractice and professional liability 1 2 3 4 5

Personnel and property security plans and policies 1 2 3 4 5

Professional resource networks for risk-related activities 1 2 3 4 5

Risk assessments and analyses 1 2 3 4 5

18
COMPETENCY LEVEL
Novice Competent Expert

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2019 by the Healthcare Leadership Alliance and the American College of Healthcare Executives

Risk mitigation 1 2 3 4 5

Risks related to personnel management 1 2 3 4 5

Risks related to quality management and patient safety 1 2 3 4 5

Conflict resolution and grievance procedures 1 2 3 4 5

Establish patient, staff and organizational confidentiality policies 1 2 3 4 5

Maintain compliance with government contractual mandates 1 2 3 4 5

Plan for business continuance in the face of potential
disasters that could disrupt service delivery 1 2 3 4 5

Readings: 6, 15, 36, 71, 80, 81, 106, 111, 112, 113
Programs: 40
Self-Study Courses: 4, 11, 17

H. Quality Improvement

Benchmarking techniques 1 2 3 4 5

Medical staff peer review 1 2 3 4 5

Clinical methodologies 1 2 3 4 5

Utilization review and management regulations 1 2 3 4 5

Clinical pathways and disease management 1 2 3 4 5

National quality initiatives, including patient safety 1 2 3 4 5

Knowledge of tools for improving patient safety 1 2 3 4 5

Customer satisfaction principles and tools 1 2 3 4 5

Data collection, measurement and analysis
tools and techniques 1 2 3 4 5

Patient communication systems 1 2 3 4 5

Quality improvement theories and frameworks 1 2 3 4 5

Quality planning and management 1 2 3 4 5

Recognition of quality as a strategic initiative 1 2 3 4 5

Training and certification 1 2 3 4 5

Develop and implement performance and process
improvement programs 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives19

COMPETENCY LEVEL
Novice Competent Expert

Develop and implement quality assurance and patient
satisfaction programs 1 2 3 4 5

Develop clinical pathway structure and function 1 2 3 4 5

Readings: 2, 7, 8, 9, 16, 30, 36, 40, 61, 75, 78, 90, 106, 113, 115, 121
Programs: 7, 32, 41, 45
Self-Study Courses: 6, 10

BUSINESS SKILLS AND KNOWLEDGE DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 20

COMPETENCY LEVEL
Novice Competent Expert

I. Patient Safety*

Establish and sustain a safety culture 1 2 3 4 5

Collaborate with public agencies and private organizations to
support patient safety 1 2 3 4 5

Create a common set of safety metrics that reflect
meaningful outcomes 1 2 3 4 5

Funding for research in patient safety and
implementation science 1 2 3 4 5

Address patient safety across the care continuum 1 2 3 4 5

Support the healthcare workforce by providing a safe and
healthy work environment to optimize safe patient care 1 2 3 4 5

Partner with patients and families for the safest care 1 2 3 4 5

Ensure that technology is secure and optimized to
improve patient safety 1 2 3 4 5

* These competencies were adapted from original source material from the Institute for Healthcare Improvement at
www.IHI.org with its permission, ©NPSF 2015.

Readings: 36, 68, 113
Programs: 52
Other: 9, 10

PATIENT SAFETY DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives21

ACHE RESOURCE LISTINGS

Readings:

1. Accountable Care Organizations: Your Guide to Strategy, Design, and Implementation by Marc Bard, MD, and Mike Nugent
2. Achieving Service Excellence: Strategies for Healthcare, Second Edition, by Myron D. Fottler, PhD; Robert C. Ford, PhD; and

Cherill P. Heaton, PhD
3. A New Compact: Aligning Physician-Organization Expectations to Transform Patient Care by Mary Jane Kornacki, with Jack Silversin
4. An Insider’s Guide to Physician Engagement by Andrew C. Agwunobi, MD
5. An Insider’s Guide to Working with Healthcare Consultants by Andrew Agwunobi, MD
6. Anticipate, Respond, Recover: Healthcare Leadership and Catastrophic Events by K. Joanne McGlown, PhD, RN, FACHE, and

Phillip D. Robinson, FACHE, editors
7. A Physician Guidebook to The Best Patient Experience by Bo Snyder, FACHE
8. Applying Quality Management in Healthcare: A Systems Approach, Fourth Edition, by Patrice L. Spath and Diane L. Kelly, DrPH, RN
9. The Best Patient Experience: Helping Physicians Improve Care, Satisfaction, and Scores by Robert M. Snyder Jr., FACHE
10. Best Practice Financial Management: Six Key Concepts for Healthcare Leaders, Third Edition, by Kenneth Kaufman
11. Better Communication for Better Care: Mastering Physician-Administrator Collaboration by Kenneth H. Cohn, MD, FACS
12. Big Data in Healthcare: Statistical Analysis of the Electronic Health Record by Farrokh Alemi, PhD
13. Boost Your Nursing Leadership Career: 50 Lessons that Drive Success by Kenneth R. White, PhD, RN, FACHE, and

Dorrie Fontaine, PhD, RN
14. Capital Projects and Healthcare Reform: Navigating Design and Delivery in an Era of Disruption by Robert D. Levine and

Georgeann B. Burns
15. Contemporary Issues in Healthcare Law and Ethics, Fourth Edition, by Dean M. Harris, JD
16. The Core Elements of Value in Healthcare by Paveljit S. Bindra, MD
17. Creating the Hospital Group Practice: The Advantage of Employing or Affiliating with Physicians by Eric Lister, MD, and

Todd Sagin, MD, JD
18. Developing Physician Leaders for Successful Clinical Integration by Carson F. Dye, FACHE, and Jacque J. Sokolov, MD
19. Dimensions of Long-Term Care Management: An Introduction, Second Edition, by Mary Helen McSweeney-Feld, PhD;

Carol Molinari, PhD; and Reid Oetjen, PhD, editors
20. Diversity on the Executive Path: Wisdom and Insights for Navigating to the Highest Levels of Healthcare Leadership by Diane

Dixon, EdD
21. Dunn and Haimann’s Healthcare Management, Eleventh Edition, by Rose T. Dunn, CPA, FACHE, FHFMA
22. Dyad Leadership and Clinical Integration: Driving Change, Aligning Strategies by Alan Belasen, PhD
23. Economics for Healthcare Managers, Fourth Edition, by Robert H. Lee, PhD
24. The Economics of Health Reconsidered, Fourth Edition, by Thomas Rice, PhD, and Lynn Unruh, PhD, RN
25. 18 Levers for High-Impact Performance Improvement: How Healthcare Organizations Can Accelerate Change and Sustain Results

by Gary Auton
26. Electronic Health Records: Strategies for Long-Term Success by Michael Fossel, MD, and Susan Dorfman, DHA
27. The Emerging Healthcare Leader: A Field Guide, Second Edition, by Laurie K. Baedke, FACHE, FACMPE, and Natalie D.

Lamberton, FACHE
28. Employed Physician Networks: A Guide to Building Strategic Advantage, Value, and Financial Sustainability by

David W. Miller, FACHE; Terrence R. McWilliams, MD; and Travis C. Ansel
29. Essential Operational Components for High-Performing Healthcare Enterprises by Jon Burroughs, MD, FACHE
30. Essentials of Healthcare Management: Cases, Concepts, and Skills, Second Edition, by Leigh Cellucci, PhD;

Michael R. Meacham, JD; and Tracy J. Farnsworth, EdD
31. Essentials of Strategic Planning in Healthcare, Third Edition, by Jeffrey P. Harrison, PhD, FACHE
32. Ethics and Professionalism for Healthcare Managers by Elizabeth J. Forrestal, PhD, FAHIMA, and Leigh W. Cellucci, PhD
33. Evaluating the Healthcare System: Effectiveness, Efficiency, and Equity, Fourth Edition, by Charles E. Begley, David R. Lairson,

Robert O. Morgan, Paul J. Rowan and Rajesh Balkrishnan, PhD

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 22

34. Evidence-Based Management in Healthcare: Principles, Cases and Perspectives, Second Edition, by Anthony R. Kovner, PhD, and
Thomas D’Aunno, PhD, editors

35. Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, Second Edition, by Carson F. Dye, FACHE, and
Andrew N. Garman, PsyD

36. Five Disciplines for Zero Patient Harm: How High Reliability Happens by Charles Mowll, LFACHE
37. Followership: A Practical Guide to Aligning Leaders and Followers by Tom Atchison, EdD
38. From Competition to Collaboration: How Leaders Cultivate Partnerships to Drive Value and Transform Health by Tracy L.

Duberman, PhD, FACHE, and Robert H. Sachs, PhD
39. Fundamentals of Human Resources in Healthcare, Second Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors
40. Fundamentals of Medical Practice Management by Stephen L. Wagner, PhD, FACHE, FACMPE, FACEM, FACHT
41. Futurescan 2021–2026: Health Care Trends and Implications, copublished with the Society for Healthcare Strategy &

Market Development
42. Gapenski’s Cases in Healthcare Finance, Sixth Edition, by George H. Pink, PhD and Paula H. Song, PhD
43. Gapenski’s Fundamentals of Healthcare Finance, Third Edition, by Kristin L. Reiter, PhD, and Paula Song, PhD
44. Gapenski’s Healthcare Finance: An Introduction to Accounting and Financial Management, Seventh Edition, by Kristin L. Reiter, PhD,

and Paula H. Song, PhD
45. Gapenski’s Understanding Healthcare Financial Management, Eighth Edition, by George H. Pink, PhD, and Paula H. Song, PhD
46. Getting It Done: Experienced Healthcare Leaders Reveal Field-Tested Strategies for Clinical and Financial Success by Kenneth H.

Cohn, MD, FACS, and Steven A. Fellows, FACHE
47. The Global Healthcare Manager: Competencies, Concepts, and Skills by Michael Counte, PhD; Bernardo Ramirez, MD;

Daniel J. West Jr., PhD; FACHE, FACMPE; and William Aaronson, PhD
48. The Guide to Healthcare Reform: Readings and Commentary by Daniel B. McLaughlin
49. Healthcare Applications: A Casebook in Accounting and Financial Management by Thomas E. McKee, PhD, and Linda J. B.

McKee, PhD
50. The Healthcare Consultant’s Handbook: Career Opportunities and Best Practices by Scott A. Mason, DPA, FACHE
51. The Healthcare C-Suite: Leadership Development at the Top by Andrew N. Garman, PsyD, and Carson F. Dye, FACHE
52. Healthcare Executive Compensation: A Guide for Leaders and Trustees by David A. Bjork, PhD
53. Healthcare Facility Planning: Thinking Strategically, Second Edition, by Cynthia Hayward, FA AHC
54. Healthcare Governance: A Guide for Effective Boards, Second Edition, by Errol L. Biggs, PhD, FACHE
55. Healthcare in the United States: Clinical, Financial, and Operational Dimensions by Stephen L. Walston, PhD, and Kenneth L.

Johnson, PhD, FACHE
56. The Healthcare Leader’s Guide to Actions, Awareness, and Perception, Third Edition, Carson F. Dye, FACHE, and Brett D. Lee, FACHE
57. Healthcare Marketing: A Case Study Approach by Leigh Cellucci, PhD; Carla Wiggins, PhD; and Tracy Farnsworth, EdD
58. The Healthcare Nonprofit: Keys to Effective Management by Stephen F. Gambescia, PhD; Sylvia V. Bastani; and Bruce Melgary
59. Healthcare Operations Management, Third Edition, by Daniel B. McLaughlin and John R. Olson, PhD
60. Healthcare Philanthropy: Advance Charitable Giving to Your Organization’s Mission by Betsy Chapin Taylor
61. The Healthcare Quality Book: Vision, Strategy, and Tools, Fourth Edition, by David Nash, MD; Maulik Joshi, DrPH;

Elizabeth Ransom, MD; and Scott Ransom, DO
62. Healthcare Strategic Planning, Fourth Edition, by John M. Harris
63. Health Economics: Core Concepts and Essential Tools by Steph Bernell, PhD
64. Health Informatics: A Systems Perspective, Second Edition, by Gordon D. Brown, PhD; Kalyan S. Pasupathy, PhD; and

Timothy B. Patrick, PhD
65. Health Insurance, Third Edition, by Michael A. Morrisey, PhD
66. Health Policy Issues: An Economic Perspective, Seventh Edition, by Paul J. Feldstein, PhD
67. Health Services Management: A Case Study Approach, Eleventh Edition, by Ann Scheck McAlearney, ScD, and

Anthony Kovner, PhD
68. High-Reliability Healthcare: Improving Patient Safety and Outcomes with Six Sigma, Second Edition, by Robert Barry, PhD;

Amy C. Smith, DNP, FACHE; and Clifford E. Brubaker, PhD
69. Hospitalists: A Guide to Building and Sustaining a Successful Program by Joseph A. Miller; John Nelson, MD; and

Winthrop F. Whitecomb, MD

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives23

70. Hospitals and Community Benefit: New Demands, New Approaches by Connie J. Evashwick, ScD, LFACHE
71. Human Resources in Healthcare: Managing for Success, Fourth Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors
72. Influential Leadership: Change Your Behavior, Change Your Organization, Change Health Care by Michael E. Frisina, PhD
73. Information Technology for Healthcare Managers, Ninth Edition, by Gerald L. Glandon, PhD; Detlev H. Smaltz, PhD,

LFACHE, FHIMSS; and Donna J. Slovensky, PhD, RHIA, FAHIMA
74. Inside the Physician Mind: Finding Common Ground with Doctors by Joseph S. Bujak, MD, FACP
75. Inspired to Change: Improving Patient Care One Story at a Time by Linda Larin
76. Intangibles: The Unexpected Traits of High-Performing Healthcare Leaders by Amer Kaissi, PhD
77. Introduction to the Financial Management of Healthcare Organizations, Seventh Edition, by Michael Nowicki, EdD, FACHE, FHFMA
78. Introduction to Healthcare Quality Management, Third Edition, by Patrice L. Spath
79. Introduction to Health Policy, Second Edition, by Leiyu Shi, DrPH
80. Launching a Capital Facility Project: A Guide for Healthcare Leaders, Second Edition, by John E. Kemper
81. The Law of Healthcare Administration, Ninth Edition, by J. Stuart Showalter, JD
82. Leadership for Great Customer Service: Satisfied Employees, Satisfied Patients, Second Edition, by Thom A. Mayer, MD, FACEP,

FA AP, and Robert J. Cates, MD
83. Leadership for Public Health: Theory and Practice by James W. Holsinger Jr., MD, PhD, and Erik L. Carlton, DrPH
84. Leadership in Healthcare: Essential Values and Skills, Third Edition, by Carson F. Dye, FACHE
85. Leadership’s Deeper Dimensions: Building Blocks to Superior Performance by Tom Atchison, EdD
86. The Leaders Within: Engagement, Leadership Development, and Succession Planning by Stephen Mason, LFACHE;

Kathryn Dies, PhD; and Larry Morgan
87. Leading a Hospital Turnaround: A Practical Guide by Anthony K. Jones, FACHE
88. Leading Ancillary and Support Departments to Higher Performance: The New Service Imperative for Patient Care edited by

Frank R. Tortorella, JD, FACHE
89. Leading Transformational Change: The Physician-Executive Partnership by Tom Atchison, EdD, and Joseph S. Bujak, MD, FACP
90. Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization by Thomas G. Zidel
91. Longest’s Health Policymaking in the United States, Sixth Edition, by Michael R. Meacham, JD
92. Make it Happen: Effective Execution in Healthcare Leadership by Daniel B. McLaughlin
93. Management of Healthcare Organizations: An Introduction, Third Edition, by Peter C. Olden, PhD
94. Managerial Epidemiology: Cases and Concepts, Fourth Edition, by Steven T. Fleming, PhD
95. Managerial Ethics in Healthcare: A New Perspective by Gary L. Filerman, PhD; Ann E. Mills; and Paul M. Schyve, MD
96. Managing Healthcare Ethically: An Executive’s Guide, Second Edition, edited by Paul B. Hofmann, DrPH, FACHE, and

William A. Nelson, PhD, HFACHE
97. Managing Stress and Preventing Burnout in the Healthcare Workplace by Jonathon R.B. Halbesleben, PhD
98. Marketing Health Services, Fourth Edition, by Richard K. Thomas, PhD
99. Marketing Matters: A Guide for Healthcare Executives by Richard K. Thomas, PhD, and Michael Calhoun
100. Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive by Christopher L. Laubach
101. The Middleboro Casebook: Healthcare Strategy and Operations, Second Edition, by Lee F. Seidel, PhD, and James B. Lewis, ScD
102. The New Hospital–Physician Enterprise: Meeting the Challenges of Value-Based Care by David A. Wofford and Stephen F. Messinger
103. Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications by Stephen L. Walston, PhD
104. Partnership of Equals: Practical Strategies for Healthcare CEOs and Their Boards by Peter McGinn, PhD
105. Patient No Longer: Why Healthcare Must Deliver the Care Experience That Consumers Want and Expect by Ryan Donohue and

Stephen Klasko, MD
106. Population Health: Principles and Applications for Management by Rosemary Caron, PhD
107. Principles of Healthcare Leadership by Bernard J. Healey, PhD
108. Reaching Excellence in Healthcare Management by John R. Griffith, LFACHE, and Kenneth R. White, PhD, RN, FACHE
109. Readmission Prevention: Solutions Across the Provider Continuum by Josh D. Luke, PhD, FACHE
110. Redesign the Medical Staff Model: A Guide to Collaborative Change by Jonathan Burroughs, MD, FACHE
111. Risk Adjustment for Measuring Health Care Outcomes, Fourth Edition, by Lisa I. Iezzoni, MD, editor
112. Risk Management and the Emergency Department: Executive Leadership for Protecting Patients and Hospitals by Shari J. Welch, MD,

FACHE, FACEP; Kevin Klauer, DO, EJD, FACEP; and Sarah Freymann Fontenot, JD

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 24

113. The Safety Playbook: A Healthcare Leader’s Guide to Building a High-Reliability Organization by John Byrnes, MD and
Susan Teman, RN, CPPS

114. Separately Together: A New Path to Healthy Hospital–Physician Relations by C. Marlena Fiol, PhD, and Edward J. O’Connor, PhD
115. Smash the Bottleneck: Improving Patient Flow for Better Care (and a Better Bottom Line) by Christopher Strear, MD, and Danilo Sirias
116. Social Media in Healthcare: Connect, Communicate, Collaborate, Second Edition, by Christina Beach Thielst, FACHE
117. Strategic Allocation and Management of Capital in Healthcare: A Guide to Decision Making, Second Edition, by

Jason H. Sussman, CPA, FACHE
118. Strategic Analysis for Healthcare: Concepts and Practical Applications, Second Edition, by Michael S. Wayland and

Warren G. McDonald, PhD
119. Strategic Healthcare Management: Planning and Execution, Second Edition, by Stephen L. Walston, PhD
120. Take Charge of Your Healthcare Management Career: 50 Lessons That Drive Success by Kenneth R. White, PhD, RN, FACHE,

and J. Stephen Lindsey, FACHE
121. The Toyota Way to Healthcare Excellence: Increase Efficiency and Improve Quality with Lean, Second Edition, by John Black,

with David Miller and Joni Sensel
122. The Tracks We Leave: Ethics and Management Dilemmas in Healthcare, Third Edition, by Frankie Perry, RN, LFACHE
123. Transformative Planning: How Your Healthcare Organization Can Strategize for an Uncertain Future by Jim Austin
124. Tyler’s Guide: The Healthcare Executive’s Job Search, Fourth Edition, by J. Larry Tyler, FACHE, FA AHC, FHFMA
125. The United States Healthcare System: Overview, Driving Forces, and Outlook for the Future by Stephen L. Wagner, PhD, FACHE
126. The Well-Managed Healthcare Organization, Ninth Edition, by Kenneth R. White, PhD, RN, FACHE, and John R. Griffith, LFACHE
127. World Health Systems: Challenges and Perspectives, Second Edition, by Bruce J. Fried, PhD, and Laura M. Gaydos, PhD, editors
128. Your Healthcare Job Hunt: How Your Digital Presence Can Make or Break Your Career, by Donna Malvey, PhD, and

Jessica Sapp, DrPH

Programs:

1. A Field Guide for the Emerging Healthcare Leader
2. A Proven Formula for Achieving Enterprise Operational Excellence
3. Achieving a Strategic Partnership with Your Board: Thrive in the Midst of Accountability
4. Achieving Speed, Spread, Scalability and Sustainability for Health Systems
5. Achieving Superior Outcomes Through Executive-Physician Partnerships
6. Advanced Strategic Planning to Transform Your Organization
7. Aggressively Improve Margin and Market Growth: 2019 National Research for C-Suite
8. Agility and Resilience in Healthcare Leadership: Key Behaviors for Leading Change
9. Applying Design Thinking to Healthcare’s Most Pressing Challenges
10. The Art and Principles of Physician Leadership and Engagement
11. The Basics of Grassroots Advocacy
12. Behavioral Health Challenges, Strategies and Solutions: The Business Case for Meeting Community Needs
13. Behavior Smarts: Increasing Healthcare Leadership Performance
14. Board of Governors Exam Review Course
15. Breakthrough Physician Alignment: Creating a Win-Win for Optimizing Organizational Performance
16. Compelling Communication: Creating Engagement, Understanding and Results
17. The Courage to Lead: Critical Skills for Healthcare Leaders
18. Creating Successful Physician Integration and Engagement Strategies for Long Term Success
19. Culture: The Force Behind Strategy
20. Developing Physician Leaders for Clinical Integration (online seminar)
21. Direct Contracting with Employer Groups: What Healthcare Leaders Should Know
22. Effective Leadership for High-Reliability Healthcare
23. Exceptional Leadership (online seminar)
24. Executive Program
25. Fundamental Financial Skills for Healthcare Organization Success
26. Growth in the Reform Era

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives25

27. Health Law Essentials (online seminar)
28. Health Systems as Stewards of Health: A Construct for Leading Transformation
29. Hospitals and Health Systems of the Future: Transforming to Thrive
30. Improving Results through Better Team Engagement and Accountability
31. Improving the Patient Experience to Build Customer Loyalty
32. Integrating Quality and Cost in a Pay-for-Value Era
33. Key Financial Principles for the Nonfinancial Healthcare Executive
34. Leading with Influence not Authority (Online Seminar)
35. Leaders Conference
36. Leadership and Accountability in Project Management and Programs
37. Leading and Managing in Changing Times
38. Leading for Success: Creating a Committed Workforce
39. Leading from Your Upper Brain: A Neuroscience Approach to Driving Performance
40. Leading in a Changing Environment: Focus on Population Health
41. Leading Strategic Change
42. Managing Conflict, Confrontations and Disputes
43. Never Be Boring: Present Like a Pro
44. Optimizing Ambulatory Management for the 21st Century
45. Optimizing Business and Clinical Outcomes Through Physician-Executive Collaboration
46. Optimizing the Roles of Physician Assistants and Nurse Practitioners
47. Physician Executive Program
48. Possibilities, Probabilities and Creative Solutions: Breakthrough Thinking for Complex Environments
49. Power and Influence in Healthcare Organizations
50. Practical Leadership Strategies in an Age of Change
51. Process and Technique of Negotiating
52. Professional Burnout in Healthcare: Lead Your Organization to Wellness
53. Proven Strategies and Leadership Methods for Effectively Leading Change in Today’s Environment
54. Redesign and Operationalize Your Medical Staff for Health Reform
55. Resilient Leadership: The Role of Well-Being in Individual and Organizational Performance
56. Retooling for the Future in Healthcare Operations: The Changing Roles of Leaders
57. Senior Executive Program
58. Solving the Enigma of Medical Group Performance: Methods to Identify and Add Meaningful Value
59. Strategic Planning: From Formulation to Action
60. Strategic Planning That Works: Integrating Strategy with Performance (online seminar)
61. The Strategic Use of Healthcare Analytics
62. Taking an Emotionally Intelligent Leadership Approach to Change Management
63. Transitioning From the Military to Civilian Healthcare

Leadership Assessments:

1. Benchmarks® (A 360° Assessment)
2. Career Anchors Assessment
3. Change Management Leadership Assessment
4. Conflict Management Assessment
5. Emotional Intelligence Assessment
6. Extended DISC Assessment
7. Leadership Assessment
8. Power/Influence Assessment
9. Work/Life Indicator Assessment

ACHE Healthcare Executive Competencies Assessment Tool
Copyright © 2021 by the American College of Healthcare Executives 26

Self-Study Courses:

1. Accelerating Leadership Development in Yourself and Your Organization
2. Achieving the Group Practice Advantage
3. Advancing the CEO’s Role in Healthcare Philanthropy
4. Building Clinical Systems That Produce Excellent Outcomes
5. Building Self Awareness to Prevent Career Derailment
6. Coordinated Care: Improving Clinical and Financial Performance
7. Creating Readiness for Change: Preparing Physicians and Administrators for Collaboration
8. Effective Strategy Execution
9. Healthcare Leadership That Makes a Difference: Creating Your Legacy
10. Improve the Experience of Care in Your Emergency Department
11. Integrating Global Trends into Your Organization’s Strategic Planning
12. The Law and Patient Confidentiality: A Commonsense Guide to HIPAA and Beyond
13. Leading with Meaning: Tapping the Deeper Dimensions
14. Making Better Capital Investment Decisions
15. Managing the Risks of Social Media
16. Marketing Your Healthcare Organization
17. Reducing Burnout by Developing a Participative Culture
18. Tools and Techniques for Physician Engagement
19. Understanding Cost Allocation and Profit Analysis
20. Understanding Financial Statements
21. Understanding the Impact of Financing Decisions
22. Using Pricing, Budgeting, and Revenue Cycle Management to Improve Performance
23. Working Together While Maintaining Distinctiveness: Healthy Administrator-Physician Relations

Other:

1. ACHE’s Career Center Products and Services (https://www.ache.org/career-resource-center)
2. ACHE’s Code of Ethics (https://www.ache.org/about-ache/our-story/our commitments/ethics/ache-code-of-ethics)
3. ACHE’s Diversity Resources (https://www.ache.org/about-ache/resources-and-links/diversity-resources)
4. ACHE’s Ethical Policy Statements (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics/

aches-ethical-policy-statements)
5. ACHE’s Ethics Self-Assessment (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ethics-self-assessment)
6. ACHE’s Ethics Toolkit (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics/creating-an-

ethical-culture-within-the-healthcare-organization/ethics-toolkit)
7. ACHE’s Mentoring Network (member’s-only area) (https://www.ache.org/career-resource-center/advance-your-career/

leadership-mentoring-network)
8. ACHE’s Policy Statements (https://www.ache.org/about-ache/our-story/our-commitments/policy-statements)
9. Free From Harm: Accelerating Patient Safety Improvement Fifteen Years After To Err Is Human from the National Patient Safety

Foundation. Boston, MA: National Patient Safety Foundation; 2015.
10. Leading a Culture of Safety: A Blueprint for Success by ACHE and the IHI/NPSF Lucian Leape Institute (http://safety.ache.org/)

ACHE.ORG/JOIN