Copy of Chief Leadership Feedback Survey - Chunnan Liu, MD

Please take a few minutes to provide feedback on Dr. Liu's leadership.

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* 1. Leadership Qualities

	Almost Never	Sometimes	Frequently	Almost Always	N/A
S/he is an excellent communicator in meetings.	S/he is an excellent communicator in meetings. Almost Never	S/he is an excellent communicator in meetings. Sometimes	S/he is an excellent communicator in meetings. Frequently	S/he is an excellent communicator in meetings. Almost Always	S/he is an excellent communicator in meetings. N/A
I feel heard when I speak with her/him.	I feel heard when I speak with her/him. Almost Never	I feel heard when I speak with her/him. Sometimes	I feel heard when I speak with her/him. Frequently	I feel heard when I speak with her/him. Almost Always	I feel heard when I speak with her/him. N/A
S/he does a good job of letting me know what is going on in the organization.	S/he does a good job of letting me know what is going on in the organization. Almost Never	S/he does a good job of letting me know what is going on in the organization. Sometimes	S/he does a good job of letting me know what is going on in the organization. Frequently	S/he does a good job of letting me know what is going on in the organization. Almost Always	S/he does a good job of letting me know what is going on in the organization. N/A
S/he enables us to work together in our department to implement innovative ideas.	S/he enables us to work together in our department to implement innovative ideas. Almost Never	S/he enables us to work together in our department to implement innovative ideas. Sometimes	S/he enables us to work together in our department to implement innovative ideas. Frequently	S/he enables us to work together in our department to implement innovative ideas. Almost Always	S/he enables us to work together in our department to implement innovative ideas. N/A
S/he takes initiative to provide ongoing performance feedback.	S/he takes initiative to provide ongoing performance feedback. Almost Never	S/he takes initiative to provide ongoing performance feedback. Sometimes	S/he takes initiative to provide ongoing performance feedback. Frequently	S/he takes initiative to provide ongoing performance feedback. Almost Always	S/he takes initiative to provide ongoing performance feedback. N/A
S/he does a good job of recognizing people for their accomplishments and contributions.	S/he does a good job of recognizing people for their accomplishments and contributions. Almost Never	S/he does a good job of recognizing people for their accomplishments and contributions. Sometimes	S/he does a good job of recognizing people for their accomplishments and contributions. Frequently	S/he does a good job of recognizing people for their accomplishments and contributions. Almost Always	S/he does a good job of recognizing people for their accomplishments and contributions. N/A
S/he does well at setting the direction, tone, and expectations for the department.	S/he does well at setting the direction, tone, and expectations for the department. Almost Never	S/he does well at setting the direction, tone, and expectations for the department. Sometimes	S/he does well at setting the direction, tone, and expectations for the department. Frequently	S/he does well at setting the direction, tone, and expectations for the department. Almost Always	S/he does well at setting the direction, tone, and expectations for the department. N/A
S/he routinely engages staff in department communication & PI ideas.	S/he routinely engages staff in department communication & PI ideas. Almost Never	S/he routinely engages staff in department communication & PI ideas. Sometimes	S/he routinely engages staff in department communication & PI ideas. Frequently	S/he routinely engages staff in department communication & PI ideas. Almost Always	S/he routinely engages staff in department communication & PI ideas. N/A
S/he collaborates effectively with her/his manager.	S/he collaborates effectively with her/his manager. Almost Never	S/he collaborates effectively with her/his manager. Sometimes	S/he collaborates effectively with her/his manager. Frequently	S/he collaborates effectively with her/his manager. Almost Always	S/he collaborates effectively with her/his manager. N/A
S/he thoughtfully recruits, selects and orients new physicians.	S/he thoughtfully recruits, selects and orients new physicians. Almost Never	S/he thoughtfully recruits, selects and orients new physicians. Sometimes	S/he thoughtfully recruits, selects and orients new physicians. Frequently	S/he thoughtfully recruits, selects and orients new physicians. Almost Always	S/he thoughtfully recruits, selects and orients new physicians. N/A
S/he motivates, develops and coaches physicians.	S/he motivates, develops and coaches physicians. Almost Never	S/he motivates, develops and coaches physicians. Sometimes	S/he motivates, develops and coaches physicians. Frequently	S/he motivates, develops and coaches physicians. Almost Always	S/he motivates, develops and coaches physicians. N/A

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* 2. Based on the above leadership qualities, what are her/his strengths? Please provide examples.

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* 3. In your opinion, what suggestions do you have to help this chief be more effective?