Strengthening Your Leadership Skills and Empowering Nurse Leaders Within The Organisation Working Strategically and Politically

Transcription

1 Strengthening Your Leadership Skills and Empowering Nurse Leaders Within The Organisation Working Strategically and Politically

2 Learning Outcomes This interactive session will help you consider how to: Be more aware of, develop and maximise their leadership skills and qualities Develop the leadership potential of others Feel confident to lead and manage the delivery of high quality, safe, caring and effective nursing and healthcare services The session will draw extensively on: The leadership Challenge by James M. Kouzes and Barry Z. Posner. Copyright 2002

3 Challenges for Nursing Leadership: setting the context The Leadership Challenge

4 The Leadership Challenge Source: The leadership Challenge by James M. Kouzes and Barry Z. Posner. Copyright 2002

5 Model the Way FIND YOUR VOICE We lead from the essence of who we are as a person. Lillas Brown, University of Saskatchewan You have to believe in something yourself first, before you can get others to believe. Ashraf Seddeek, Oracle Corporation SET THE EXAMPLE Leading means you have to be a food example, and live what you say. Only then can you persuade people honestly. Tom Brack, SmartTeam AG Being a good leader is not something that casually occurs. It takes great thought, care, insight, commitment, and energy. When it all comes together, it brings out the best in who you are. Mary Godwin, Radius

6 How To Find your voice Look in the mirror Take time for contemplation Write a tribute to yourself Record the lessons from the leaders you admire Write your credo Engage in a credo dialogue and assessment Collect stories that teach values Audit your ability to succeed Set the example Create alignment around key values Speak about shared values with enthusiasm and confidence Teach and reinforce through symbols and artefacts Lead by storytelling and put meeting agendas Ask questions Keep score Do a personal audit

7 Inspire a Shared Vision ENVISION THE FUTURE What made the difference was the vision of how things could be and clearly painting this picture for all to see and comprehend. Mark D Archangela, Hitachi Semiconductors America I am driven by concerns for the legacy I am leaving for my children. Gail Mayville, Ben and Jerry s ENLIST OTHERS My enthusiasm, excitement, and commitment were contagious. I spoke from the heart, with conviction and sincerity. Sonya Lopes, Air Force Office of Special Investigations Sharing the vision statement met with scepticism at first, but as I kept coming back to parts of it over time, everyone bought into the idea. People began to see it as a statement about what we all wanted to build together. Kevin Philbin, Solectron

8 How To Envision the future Read a biography of a visionary leader Think about your past Determine the something you want to do Write about how you ve made a difference Write your vision Become a futurist Test your assumptions Rehearse Enlist others Get to know your constituents Find the common ground Draft a collective vision statement Expand your communication skills Breathe life into your vision Speak from the heart Listen first and often Hang out

9 Challenge the Process SEARCH FOR OPPORTUNITIES We all have to ask ourselves, How do I go to work today and do something that will move the enterprise and myself another step in the right direction? Elaine Fortier, New Focus Challenge the process to the point of failure Dick Nettell, Bank of America EXPERIMENT AND TAKE RISKS Leadership is learning by doing, adapting to actual situations. Leaders are constantly learning from their errors and failures. Claude Meyer, Swissair It s amazing: once they get started, people always accomplish more that they originally thought they could. Randi DuBois, Pro-Action Associates

10 How To Search for opportunities Treat every job as an adventure Seek meaningful challenges for yourself Find and create meaningful challenges for others Add fun to everyone s work Question the status quo Renew your teams Create an open-source approach to searching for opportunities Send everyone shopping for ideas Experiment and take risks Set up little experiments and develop models Make it safe for others to experiment Break mindsets Break it up and break it down Give people choices Accumulate yeses Admit your mistakes Conduct pre- and postmortems for every project

11 Enable Others to Act FOSTER COLLABORATION Do not think that you are the best and that you can do everything all by yourself only teamwork brings the best results. Hans-Ulrich Schaer, The Information Management Group (Switzerland) Even higher levels of skill in working with others are required because nothing is staying the same. Claudio Fernández-Aráoz, Egon Zehnder International STRENGTHEN OTHERS Team members felt strong and capable because their input made a difference. Support others, and they are more likely to support you. Marianne Hane, Applied Biosystems Taking the time to work with the staff as individuals and understanding their motivation helped me to assign tasks that complemented their interest and ability. Sanjay Bali, Indian Navy

12 How To Foster collaboration Conduct a collaborative audit Be the first to trust Ask questions, listen, and take advice Always say we Create jigsaw groups Focus on gains, not losses Make a list of alternative currencies Take a lot of human moments Create places and opportunities for informal interactions Strengthen others Offer visible support Assign critical tasks Enrich people s jobs Use modelling to develop competencies Stop talking and start building at staff meetings Enlarge people s sphere of influence Educate, educate, educate Create a learning climate

13 Encourage the Heart RECOGNIZE CONTRIBUTIONS Would people value having a colleague say Thank You and Good job? I thought about how I would feel and realized the incredible power of recognizing and appreciating others. Abdrius Ramans, Intuitive Surgical Never underrate the importance of visibly appreciating others and their efforts. Joan Nicolo, Computing Resources, Inc. CELEBRATE THE VALUES AND VICTORIES Ceremonies, celebrations, and rituals are not about the event. They re about touching the hearts and souls of every employee. Victoria Sandvig, Charles Schwab & Co., Inc. If you can create a community that supports itself, you can really achieve wonderful things. Keith Sonberg, Roche Bioscience

14 How To Recognise contributions Be creative about rewards Make recognition public Provide feedback en route Be a Pygmalion Foster positive expectations Make the recognition presentation meaningful Find people who are doing things right Don t be stingy about saying thank you Create the values and victories Schedule celebrations Install a public Bragging Board Create a commemorative award honouring exemplary actions Demonstrate caring by walking around Show passion and compassion Be a cheerleader your way Have fun Set the example plan a celebration right now

15 And Finally LEADERSHIP IS EVERYONE S BUSINESS Leadership requires learning on the job. With the willpower and the heart to continue, you can lead the way. Christian Fux, International Committee of the Red Cross in Kenya There are no shortages of opportunities for people to do great things. They can, and they must Mary Beth Cahill-Phillips, TrustLine

16 Thank you Reference/Source Material: The leadership Challenge by James M. Kouzes and Barry Z. Posner. Copyright 2002 Visit the Centre for Nursing Innovation and register as a Friend or Associate