MICHAEL E. FRISINA, PH.D, M.A.
Michael E. Frisina received his B.S. degree from Saint Bonaventure University
graduating with honors and distinguished military graduate. He earned his M.A. degree and completed doctoral course work at Indiana University receiving his doctorate, magna cum laude, from Auberdeen University. He completed post-graduate studies earning a certificate in International Bioethics from Girton College at Cambridge University in England. Lieutenant Colonel Frisina served as a faculty member and subject matter expert in leadership and ethics at The United States Military Academy at West Point, New York, The Uniformed Services University of Health Sciences and School of Medicine, Bethesda, Maryland, and The United States Army Academy of Health Sciences, San Antonio, Texas.
Prior to entering civilian healthcare, Lieutenant Colonel Frisina served as executive officer of Tripler Army Medical Center, Hawaii, consultant to the Army Surgeon General for medical research and development and to the Department of Defense Human Genome Project. He is a Visiting Fellow in Medical Humanities at the Medical College of Pennsylvania and a Visiting Scholar at The Hastings Center in New York.
A certified expert in continuous quality improvement methodologies, Dr. Frisina is featured in the prestigious "Doing the Right Things Right," publication of demonstrated best practice hospitals published by The Joint Commission. After serving over fourteen years in civilian health care organizations in leadership positions of progressive responsibility at Providence Heart Hospital and Vascular Institute, and Tuomey Health Care System, Dr. Frisina founded his own leadership consulting and teaching consortium, The Frisina Group, located in Columbia, South Carolina.
Additionally Michael is principal and founder of the Center for Influential Leadership and serves as a faculty member for The Health Forum, an American Hospital Association company. He is a featured speaker for the Carolina Centers of Medical Excellence and the Area Health Education Consortiums of both North and South Carolina.
Dr. Frisina has authored numerous papers and published articles on leadership and organizational effectiveness. He is a contributing author to The Borden Institute's highly acclaimed textbook series on military medicine. His book, “Influential Leadership – Change Your Behavior, Change Your Organization, Change Health Care,” was published by Health Administration Press, the American College of Health Care Executives in June 2014.
Dr. Frisina is a recipient of the coveted Order of Military Medical Merit for lifetime achievement and contribution to the United States Army Medical Department and the United State Army Legion of Merit among his various military awards and decorations. He was selected as the Area Health Education Consortium Educator of the Year for South Carolina in 2007. Most recently Michael was awarded the American College of Health Care Executive Educational Award for 2012 and 2014.
Healthcare Professional Burnout: how to lead yourself and your organization out of burnout into wellness - Numerous global studies, involving nearly every medical and surgical specialty, indicate that approximately 1 of every 3 physicians is experiencing burnout at any given time. Physician burnout is linked to multiple problems including lower quality of care, lower patient satisfaction rates, higher medical error rates, higher rates of alcohol and drug use among physicians, and suicide. Needless to say, failure to address burnout has serious financial implications as well. Yet most physicians, other healthcare professionals, and leaders of healthcare organizations fail to acknowledge and address this problem.
This program will present and demonstrate a burnout reversal and prevention framework. The process targets two complimentary entities responsible to make the solutions possible – individual physicians, nurse, administrators, and leaders of healthcare organizations. The challenge for both is collaborating on practical plans to resolve personal and organizational burnout dynamics.
Using Behavior Strategies to Reduce Hospital Readmissions and Medical Mistakes - Hospitals often serve as the focal point for reducing hospital readmissions; however, readmissions are influenced by multiple factors along the care continuum. While readmission rates are typically viewed as an indicator of hospital performance, it is realistically more of an indicator of performance of the health care delivery system. Research indicates that the current delivery system is unsustainable and a significant contributor to avoidable readmissions; i.e., a true system approach to care is lacking. A lack of communication, seamless information exchange, and dysfunctional interpersonal relationships between inpatient and outpatient providers, as well as PCPs and specialists, inhibit providers from delivering high quality, patient-centered, and coordinated care. This problem is not a technical skill deficiency but a behavioral one. Engaging providers and patients in efforts to improve communication and coordination through behavioral and leadership strategies is essential to decreasing inappropriate and costly hospital readmissions and medical mistakes.
Behavior Smarts: Increasing Health Care Leadership Performance - Leadership performance is a function of technical skill and behavioral skill. There is no amount of technology or process improvement that can make up for behavior deficiency, rooted in a lack of emotional intelligence in health care leaders. A lack of communication, seamless information exchange, and dysfunctional interpersonal relationships between among various leaders at all levels of the health care continuum inhibit providers from delivering high quality, patient-centered, and coordinated care. Individual leadership behavior, driven by an understanding of a highly developed sense of emotional intelligence, is the singular most important predictor to organizational performance. People connect emotionally with their leaders before they connect and engage cognitively with their work. Leaders who lack an understanding of the importance of their EQ and this emotional connection to the members of their teams never reach their full leadership potential and their teams never reach their highest level of performance.
Employee relations – employees do not engage their work at a high level unless they have a strong emotional connection to their leaders. Individual leader behavior is the singular most important predictor to organizational performance. In this session, you will learn the three key to influential leadership that drive employee engagement.
Future of Health Care – leading into an unknowable future – there is only on predictable strategy for ensuring long-term viability of health care organizations, namely, creating a culture of performance excellence. In this session, you will discover the seven key tactical strategies for succeeding in an unknowable health care future.
Leadership and change management - change management is predictable to the emotional and mental disruption it creates in people. Leaders of organizations have a fundamental duty to minimize performance by proactively managing the key elements of the change cycle. In this session, leaders will learn the key elements of change disruption, how to manage them for yourself as a leader and how to minimize their disruption with their team members.
- Future of Health Care
- Innovation and Change Management
- Legal Issues and Ethics
- Organizational Culture
- Performance Improvement
- Service Excellence
- Workforce Issues
- Breakout Presenter
- Group Facilitator
- Keynote Presenter
- Presentation Moderator