Charles Charman

WORK HISTORY

EDUCATION

ABOUT CHARLES CHARMAN

I am intrigued by the crossover between great medical practice and the design and delivery of great healthcare trainings. As a physician, I helped patients by applying scientific knowledge to obtain the best possible outcomes. In the field of learning and development, I have used the power of this strategy with similar success. Leveraging learning science ignites learner performance, resulting in exceptional outcomes. For example, 40% of the future physician leaders we trained using this approach through the Sound Emerging Leaders (EmLe) program took on leadership roles within 3 months of completing the course.I have seen how employees who do not hold a formal leadership role are still major drivers of organizational culture in the hospital. For this reason, a fundamental goal of hospital leadership programs should be to train good hospital citizens. This will help your investments in professional leadership development pay big dividends towards improving organizational culture and engagement. For example, 95% of our recent EmLe graduates felt motivated or highly motivated to apply the information and leadership skills they had learned to their daily work. Not every graduate of this program assumes a leadership role, but I believe that good hospital citizens will ultimately change organizational culture through leading by example. I’ve had an exciting journey as I’ve learned about learning the last few years. It’s fascinating that many of the skills that clinicians use to take the best possible care of patients are the same ones we can use to design and deliver the best possible trainings. The applications are endless, the potential is limitless. I’m excited about expanding this frontier.