Building APP Leaders Through Tools and Training: Surani Kwan, DNP, MBA, FNP-BC, FACHE, FAANP; West County Health Centers

1. Reflect on feedback patterns and adapt leadership behaviors accordingly
2. Identify how to build a trusted support system.
3. Apply the practice of cultivating curiosity through thoughtful, open-ended questions.

Short Term and Long Term Planning / Plan for your Program / Developing the Strategic Plan/ How to Plan, Present and have Tough Conversations During Uncertain Times: Margaret Flinter, PhD, APRN, FNP-C, FAAN, FAANP; Chairperson of the Consortium for Advanced Practice Providers Board of Directors and Senior Vice President & Clinical Director at Moses/Weitzman Health System and Community Health Center, Inc. 

1. Identify key components required to plan and sustain a postgraduate Advanced Practice Provider (APP) program during periods of uncertainty (e.g., financial constraints, reduction or elimination of external funding, leadership turnover, change in partnerships and shifting healthcare priorities).
2. Assess the key data points, outcomes, and strategic alignment necessary to support the value proposition of your APP postgraduate program.
3. Construct a clear, compelling narrative to communicate program impact and future needs to institutional leaders and stakeholders
4. Describe effective strategies for presenting the value, impact, and outcomes of the APP program to key leadership and stakeholders using data and outcome-driven messaging.
5. Demonstrate approaches for initiating and navigating difficult conversations with leadership or colleagues about resource limitations, program scaling, or potential changes to the APP postgraduate training program.
6. Evaluate the potential risks and opportunities associated with modifying or pausing program operations, and formulate a plan to maintain program integrity during transitional periods.
7. Develop a contingency action plan tailored to your organization hat includes communication strategies, stakeholder engagement, and priority alignment.

Achieving Work Life Balance in Leadership: Mitchel Erickson, DNP, MS, BSN, BSc, ACNP-C, Geriatric Age-Friendly ED Consultant, UCSF Health Acute Care Nurse Practitioner Division of Geriatrics Associate, Clinical Professor Department of Physiological Nursing Chair, BRN APRN Advisory Committee

1. Identify your own leadership style(s)
2. Define personal leadership success
3. Identify two strategies to separate personal and professional responsibilities

The Art of Negotiating / Building Relationships in Leadership/ Affiliations and Partnerships: Patricia Dennehy, DNP, NP-C, FAAN, Vice Chair of the Consortium for Advanced Practice Providers Board of Directors and Chair of the Membership Committee and Ramona Benkert, PhD, ANP-BC, FAANP; Dean and Professor at Wayne State University, College of Nursing

1. Participants will be able to differentiate between at least four common negotiation styles (e.g., competitive, collaborative, compromising, avoiding) and discuss the pros and cons of each.
2. By the end of the session, participants will be able to outline a basic strategy for initiating, nurturing, and sustaining relationships with partner organizations.
3. Participants will be able to articulate the strategic benefits of forming affiliations and partnerships

Accountability for Leaders: Kathryn Cronin, MSN, ACNP, ACHPN; Director of Nurse Practitioner Practice at Los Angeles County Department of Health Services

1. Define accountability in leadership and distinguish it from responsibility.
2. Understand how accountability impacts trust, performance, and team culture, and recognize the consequences of its absence.
3. Apply practical tools and techniques to model and foster accountability within teams.
4. Evaluate personal leadership practices and identify strategies to improve accountability for yourself and others.

Building & Maintaining Supportive Team Relationships: Amy Barton, PhD, RN, FAAN, ANEF, Senior Associate Dean for Faculty and Students Professor, Daniel and Janet Mordecai Endowed Chair in Rural Health Nursing, University of Colorado

1. Identify leadership behaviors that foster a positive team culture, such as active listening, empathy, and inclusive decision-making.
2. Demonstrate strategies to build rapport and strengthen interpersonal connections among team members across diverse roles and backgrounds.
3. Apply conflict resolution and feedback techniques that promote growth, accountability, and mutual respect within the team.
4. Evaluate barriers to team cohesion and support, and implement actionable steps to address them in real-world scenarios.