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Step 2: Establish a Leadership Group and Prepare for Change

Changing leadershiping the treatment culture to address tobacco will require a team effort, and involving key stakeholders related to the agency goals is important. To maximize chances of success, key administrative, clinical, and nonclinical leaders who are already leaders at different levels within the agency will help the Tobacco Leadership Group be more effective. The agency’s goals will influence who should be on the Tobacco Leadership Group.

Working closely with the Tobacco Leadership Group, the Champions will refine and clearly write out the tentative vision and broad goals. Later, in ATTOC Step 4, the Tobacco Leadership Group will identify specific strategies and tactics to achieve these goals as they develop a Change Plan for the agency. The broad goals will help the ATTOC consultation team evaluate and discuss the agency’s plans during their on-site visit (if this consultation is requested).



Task 1. Identify members of the Tobacco Leadership Group.

Members should include people who relate to the broad goals. For example, if the goals are mostly clinical (aimed at reducing rates of smoking among patients/clients), then clinicians will be heavily represented. If goals include creating a tobacco-free campus, then all departments of staff (clinical, housekeeping, security, food services, human resources, etc) might be included. Including tobacco treatment experts, smokers and nonsmokers, and clients may be important. Select individuals who work well in teams (as shown through prior committee service and continuous quality improvement) and who are well respected in their work areas and within the agency.

Task 2. Refine vision and goals.

Development of vision and goals is an iterative process, involving a wider circle at each phase and culminating in a very specific set of time-framed goals, strategies, and tactics that guides implementation effort (ATTOC Step 4). The Tobacco Leadership Group should review the vision statement and the draft goals developed, adding input to improve their clarity and contributing their perspectives on how best to achieve them.

Task 3. Assure key leaders are committed to change.

Coordinate closely with the key administrative, clinical, and nonclinical leaders who have authority and power in the change process. Ensure that they are in agreement with the Tobacco Leadership Group’s plans and will stand firmly behind them.

Task 4. Collaborate with ATTOC consultant team to plan on-site visit.

The Champion works closely with one of the members of the ATTOC consultant team to set the dates of the on-site consultation (if desired). This consultation typically includes technical assistance to the Tobacco Leadership Group, doing an Environmental Scan (ATTOC Step 3), and staff training.

Task 5. Prepare staff for on-site work with consultation team.

Champions and the Tobacco Leadership Group can work to ensure the success of the on-site visit by the ATTOC team. In addition to the logistical and other steps, the staff should ensure that the groundwork for the intervention is laid as well as possible. This includes demonstrating administrative support for the effort, providing a clear explanation of the rationale for the changes made and anticipated, and making preliminary efforts to publicize the process and engage key staff. To maximize cooperation, be transparent with your communications.