Empowering Yourself & Others. Before we begin WHAT TO EXPECT... Richard Friend, Ph.D. 1. I chose oncology nursing because...

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1 Empowering Yourself & Others Richard Friend, Ph.D. Before we begin 1. I chose oncology nursing because So far the highlight of my career has been... It's better to light a candle than to curse the darkness Eleanor Roosevelt WHAT TO EXPECT Understand leadership as a developmental process that involves both inner work and outer work. 2. Distinguish between personal and organizational power, and internal versus external sources of power. 3. Explore how personal power operates in the context of leadership. 4. Apply this model to achieve more effective personal and professional results. Real Power: Stages of Personal Power in Organizations, Janet O. Hagberg. BASED ON: Leadership: The Journey Inward, AND Making Peace with Your Work: An Invitation to Find Meaning in The Madness, Delorese Ambrose, Ed.D. 1

2 Inspired by the work of Delorese Ambrose, Ed.D. 4 REFLECTION Whom in the nursing field do you consider powerful? Why? 5 WHAT IS POWER? The capacity to ensure the outcomes we want and prevent those we don t want.* * Ambrose, Delorese, Ed.D Leadership: The Journey Inward, fourth edition, Kendall/Hunt Publishing Company,

3 THE HAGBERG MODEL... PERSONAL POWER: Your outer capacity to ACT + Your inner capacity to REFLECT * Adapted with permission from the work of Janet Hagberg s Real Power: Stages of Personal Power in Organizations, Sheffield Publishing Company: Salem Wisconsin, 2003 KEY ASSUMPTIONS: 1. The stages of personal power are developmental (sequential) they build on each other. Power is experienced and manifested differently at each stage and each of us has a home stage. KEY ASSUMPTIONS: 2. Each stage has unique benefits and challenges; and at any stage you can feel satisfied or stuck. 3

4 KEY ASSUMPTIONS: 3. It is easier to understand the stages you have lived than it is to understand those beyond your home stage. KEY ASSUMPTIONS: 4. Movement from one stage to the next is usually precipitated by a personal crisis rather than age or experience, although both can be factors KEY ASSUMPTIONS: 5. You can be in different stages of power in different areas of your life, in different situations, and with different people. 12 4

5 KEY ASSUMPTIONS: 6. Stages 1-3 are externally and organizationally oriented. Stages 4-6 are internally and personally oriented. Review of Stages For each stage there is a defining question Common characteristics of the stage Stance how people show up in the world/work Catalyst for movement and ways to move 1: POWERLESSNESS How can I SURVIVE? Eager to COMPLY Avoids risk-taking Unaware of talent, or lacks confidence When there are difficulties: complains, blames, gives in or quits Secure (or trapped) Dependent Low self-esteem Uninformed Helpless CATALYST AND WAYS TO MOVE: Get, and act on feedback Build self-esteem Learn new skills 15 5

6 2: POWER BY ASSOCIATION How can I GROW? Eager to FOLLOW and learn the ropes Seeking approval - looking to connect When there are difficulties: colludes or leans on peer group Learning the ropes and the culture Dependent on supervisor or leader New self-awareness CATALYST AND WAYS TO MOVE: Get mentoring and support Build competence and feedback loops Take a risk and reflect on lessons learned 16 3: POWER BY ACHIEVEMENT How can I SUCCEED? Eager to LEAD Knows the ropes and how to get things done right When there are difficulties: conceals, rationalizes or fights back with valor Expert Dynamo Self- Aware (mature ego) Knowledgeable and skilled Competitive and ambitious Confident Arrogant CATALYST AND WAYS TO MOVE: Crisis of integrity Learn to be alone and to selfreflect Get support from Stages 4, 5, 6 17 Pairing As a leader in my field, I know or will know I ve made it or arrived when 18 6

7 Pairing The most critical life event that has shaped the leadership path I ve taken is 19 4: POWER BY REFLECTION How can I find MEANING? Eager to ALIGN INNER & OUTER WORLDS Is willing to risk failing and being different When there are difficulties: reflects on lessons learned and asks What happened? What can we learn? Collaborative and reflective Comfortable with personal style Confused but paradoxically stronger Skilled mentor CATALYST AND WAYS TO MOVE: Letting go of ego and face fears (THE WALL) Forgiveness (self then others), let go of self (ego) and own all of self Take a sabbatical -type opportunity 20 5: POWER BY PURPOSE How can I IGNITE PASSION? Conscience of the organization Generous in sharing power Calm, courageous, visionary yet humble Clear and confident of life purpose Eager to TRANSFORM Challenges assumptions, embraces unpopular issues Anticipates ripple effects of decisions Mentor to the organization/field When there are difficulties: undaunted; focus on higher purpose It s not about me CATALYST AND WAYS TO MOVE: Understanding the universe often takes a lifetime Moves in individual ways 21 7

8 6: POWER BY WISDOM How can INSTILL WISDOM? Comfortable with paradox Fearless, ethical, integrated and authentic Power-less Quiet in service; poses different future possibilities Mentor to the larger community; inspires inner peace When there are difficulties: doesn t experience difficulties or setbacks as such CATALYST AND WAYS TO MOVE: N/A 22 What does this quote say to you about empowering yourself and achieving more satisfying results? Being in power is like being a lady. If you have to remind people that you are, you aren t. Margaret Thatcher Former British Prime Minister 8

9 Organizations need two types of people: Bureaucrats and Lunatics. The challenge is having the right balance of both. Peter Drucker Management Guru To be successful you only need three things the wishbone, the jawbone and the backbone. Inez Emerson Grandmother of State Senator Nina Turner, (D) Cleveland 26 To transform our organizations, our communities, or our lives we must first transform ourselves. Delorese Ambrose Leadership The Journey Inward 27 9

10 NEXT STEPS... How might you apply lessons from this model in your projects and back on the job? Discussion As a nurse, think about a time when the demands of your outer life (your role as a manager/leader, hospital policy, doing things right) collided with your inner life (your personal values, your needs, your gut, doing the right thing). At your tables share your most honest answers to: 1. What choices did you make? Could have made? 2. What did this teach you? 29 Suggested Readings Ambrose, Delorese, Ed.D. Leadership: The Journey Inward (Fourth Edition), Kendall/Hunt Publishing Company, Ambrose, Delorese Ed.D. Making Peace with Your Work: An Invitation to Find Meaning in the Madness, Expert Publishing, Inc., 2006 Arbinger Institute, Leadership and Self-Deception, Buckingham, Marcus, The One Thing You Need to Know: About Great Leading, Great Managing and Sustained Individual Success. Free Press: New York, 2005 Collins, Jim. Good to Great. Harper Business, Collins, Jim. Level 5 Leadership: The Triumph of Humility and Fierce Resolve. Harvard Business Review, January, Hagberg, Janet. Real Power: Stages of Personal Power in Organizations, Sheffield Publishing Company,

11 Richard Friend, Ph.D. Since the early 1980 s Richard Friend, Ph.D. has committed his life to building a world that works by helping individuals and organizations develop their leadership capacity and by giving voice to the power of inclusion. Richard partners with leaders and other individuals to transform their communities and organizations into places where all people can thrive and succeed. Dr. Friend served on the faculty of the University of Pennsylvania s Graduate School of Education for nearly fifteen years, as well as Thomas Jefferson University s College of Allied Health. Richard currently serves on the faculty for Carnegie Mellon University s H. John Heinz III College s Chief Information Officer s Institute. His clients include Advocate Medical Group, the American Bar Association, Brigham & Women s Hospital, Duke University, Ernst & Young, Nortel Networks, Pfizer, Inc., PPG Industries, PricewaterhouseCoopers, Shell Oil Company, United Technologies, the University of Michigan, University of Chicago Hospitals and Westinghouse Electric. Richard is also the co-founder, co-host and co-producer of Diversity Matters an on-line talk radio show ( which provides cutting-edge ideas, resources and tools that enable people and organizations to leverage diversity and inclusion for high performance. He has authored many articles and chapters as well as co-authored the 7-tape video series Diversity Dilemmas... and the groundbreaking School Diversity Inventory. Richard Friend is guided by the following principles for living and working: Modeling integrity in his life and his life s work Building organizations where people are valued for who they are, not in spite of it Creating a world that works where people recognize, celebrate and utilize our similarities, differences and interdependence. 11