Moving on Up: Building Front Line Leaders. Introduction. Why is it important? 4/15/2014

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1 Moving on Up: Building Front Line Leaders Judy Johnston, RN, MBA, FACHE St. Louis Children s Hospital Introduction Have you identified someone who has potential to step into your job? Do you have someone ready now to take on your responsibilities? Is it threatening to think about someone taking your job? Why is it important? Bad things can happen in an instant Good things can happen quickly Teams need leadership 1

2 Changes in Healthcare Have you seen any changes in your hospitals over the past two years? Do your staff understand and accept the changes? Do your managers/assistant managers understand the changes? How prepared are you to lead through the ongoing changes? What skills do we need to lead through these changes? Uc&feature=player_detailpage Identifying Future Leaders Characteristics to look for: Self awareness A desire to learn Ability to build strong, trusting relationships with others Communication Ability to connect-able to meet people where they are Excellent verbal and written communication skill Leadership Characteristics Which leadership characteristics can you identify? er_detailpage&v=76nhifp9gr0 2

3 Identifying Future Leaders Behaviors to look for: Strong performance track record Drive, initiative Seen as a resource by peers Comes to meetings prepared and asks challenging questions Frequently suggests solutions Can see the big picture Has experienced failure Four Important Questions Do they try to find new approaches to get work done? Are they eager to stretch beyond their current abilities? Do they understand other people s constraints and concerns? Empathy Do they recover well from setbacks or failures? Five Traits of a Good Leader Power to motivate Strength to be assertive Be accountable Build strong relationships Ignore office politics Gallup s Randall Beck and James Harter, HBR, 3/21/2014 3

4 What can happen when it is not clear who the true leader is: Madagascar 3 - "I'm The Leader" Clip - YouTube Emotional Intelligence Emotional Intelligence Four Domains Self-awareness You recognize your own emotions and how they affect your thoughts and behavior, know your strengths and weaknesses, and have self-confidence. Self-management You re able to control impulsive feelings and behaviors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances. Goleman, Mayer, and Salovey 4

5 Emotional Intelligence Four Aspects Social awareness You can understand the emotions, needs, and concerns of other people, pick up on emotional cues, feel comfortable socially, and recognize the power dynamics in a group or organization. Relationship management You know how to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in team, and manage conflict. Raising your EQ The ability to quickly reduce stress in the moment in a variety of settings The ability to recognize your emotions and keep them from overwhelming you The ability to connect emotionally with others by using nonverbal communication The ability to use humor and play to stay connected in challenging situations The ability to resolve conflicts positively and with confidence Helpguide.org, 2014 Building EQ Skills Emotional intelligence (EQ) skill 1: Rapidly reduce stress in the moment Realize when you re stressed Identify your stress response Discover the stress-busting techniques that work for you 5

6 Building EQ Skills Emotional intelligence (EQ) skill 2: Beat relationship stress with emotional awareness Do you experience feelings that flow, encountering one emotion after another as your experiences change from moment to moment? Are your emotions accompanied by physical sensations that you experience in places like your stomach or chest? Do you experience discrete feelings and emotions, such as anger, sadness, fear, joy, each of which is evident in subtle facial expressions? Can you experience intense feelings that are strong enough to capture both your attention and that of others? Do you pay attention to your emotions? Do they factor into your decision making? Building EQ Skills Emotional intelligence (EQ) skill 3: Nonverbal communication Focus on the other person. Make eye contact. Pay attention to nonverbal cues. Building EQ Skills Emotional intelligence (EQ) skill 4: Use humor and play to deal with challenges Take hardships in stride. Smooth over differences. Simultaneously relax and energize yourself. Become more creative. 6

7 Building EQ Skills Emotional intelligence (EQ) skill 5: Resolve conflict positively Stay focused in the present. Choose your arguments. Forgive. End conflicts that can't be resolved. Key Components for Frontline Development: Define leadership competencies these identify what your organization needs Conduct formal assessments of leader compare candidates against the leadership competencies identified. Have standard orientation plans Create development plans Identify stretch assignments Reassess regularly Key Components for Frontline Development: Create a common language and approach to leadership that permeates your culture Improve communication and coaching for optimal performance Increase motivation, morale, and retention Partner for performance at each development level Establish a set of skills to use in order to resolve performance problems Ken Blanchard,

8 Important Basic Skills: Effective communication Giving and receiving feedback Accountability Managing conflict Coaching for performance Skills of Relational Work Be clear about your own values Stay open to the big picture Remain curious and open Focus on the common good Manage your own feelings Establish a relationship with a mentor Cathcart, Nursing Management, 2014 Our Hospital s new manager orientation classes are recommended to be complete within 6 months and all are offered in our Education Center. Other levels of leaders can attend some of these and there are many others available for other front line leaders: Leadership Certificate Comprehensive program to develop people managers through classroom skill building, on-the-job assignments, and learning with your manager. 8

9 StartingLine The basics of administration, including employment law and BJC policies and practices, are covered using BJC scenarios as case studies. Next you will learn about a communication model, how to set expectations with your team, and proactive employee relations. The hiring quality talent section will show you how to conduct effective and legal interviews. The critical role of performance management will demonstrate the right things to do to ensure that your employees are clear on all levels of performance. Accelerating Change and Transitions: Process Improvement through Lean Sigma Personal Development Managing Change Interpersonal Skills Communicating Change Impact of Change on Processes Impact of Change on Others Managing Teams Through Change Coaching Skill Workshop Series: Learn from a panel of experienced, internal and external coaches as well as your peers. Get lots of great coaching tips and techniques. Have many opportunities to gain hands on experience, applying what you have learned. Make lasting professional contacts that will benefit your career for years to come. 9

10 A Winning Balance: Act as a Diversity Change Agent to create a respectful workplace Recognize how attitudes toward differences influence interactions with others Identify personal attitudes and behaviors toward differences Realize the impact that today s changing demographics have on the workplace Realize the important role that individuals play in creating A Winning Balance, that is a workplace in which people of all cultures and backgrounds have a chance to succeed Story of a Success New manager of our NICU Very flat management structure no assistants to help run the unit Selected a group of charge nurses who were willing to expand their role without a title. Provided quarterly retreats each with a leadership development focus The individuals in this group went on to either become clinical leaders or formal leaders. Story of a Failure Hired a manager for the Emergency Dept for his people skills. Focused on changing the culture in the ED from little accountability to one where staff would understand expectations and accountability. Developed his charge nurse group to be role models and have crucial conversations. But he couldn t get his work done! 10

11 What legacy do you want to leave? Positive attitude Mirrors Persistence At the END Ryan, age&v=urdnltmazqo ping Future Leaders Books I highly recommend: Coaching, Mentoring & Managing, Micki Holliday, 2001 Coaching for improved work performance, Ferdinand F. Fournies, 2000 Crucial Conversations: Tools for Talking When Stakes are High, Patterson, Grennie, McMillan, Switzler, 2011 FYI (For Your Improvement): A Guide for Development and Coaching, Lombardo & Eichinger,