Leading With Ethics & Integrity Objectives

Transcription

1 Leading With Ethics & Integrity Objectives Recognize the difference between compliance and ethics Learn approaches that sustain a culture of positive ethics, integrity and authenticity Appreciate the importance of demonstrating high emotional intelligence, core values and guiding principles 2 1

2 Ethics & Compliance Compliance Programs Inform and monitor adherence to specific state and federal laws and regulations and guidelines by implementing internal controls, policies and procedures (for example billing, coding, reimbursements, audits) focus on risk management. Ethics Programs Takes compliance to the next level. Ensures an organization lives its common values and principles (e.g. act in the patient s best interest, respect for others, fairness, honesty, etc.). Ethics is about doing the right thing. 3 Leading With Ethics & Integrity There is no such thing as a minor lapse of integrity. Tom Peters Author & Consultant 4 2

3 Leaders Should Communicate core values Ensure fairness and consistency exists throughout organization Engage staff in developing guiding principles standards of behavior Accept full accountability for everything you say and do be a great role model Collaborate with others to find solutions avoid looking to blame seek win-win Be comfortable stating I made a mistake Never shoot the messenger encourage employees to speak up Act fast, make the painful phone call Only promote others who demonstrate ethical behaviors Maintain high ethical standards and acknowledge others who live these standards 5 Ask The Following Questions 1. Is there an ethical violation? 2. What if it happened to me? 3. Does the action hurt anyone? 4. How would I feel if everyone knows? 5. What action is in the best interest of the patient or resident? 6. What action is in the best interest of the organization? 7. What is the worst possible thing that can happen if this action is taken? 8. What is our contingency plan to deal with all possible ramifications of the action? 6 3

4 The Authentic Leader To be an authentic leader requires you to be genuine and to have passion for your purpose; you must practice your values, lead with your heart, develop connected relationships, and have self-discipline to get results. You must stay on course of your True North in the face of the most severe challenges and pressures. Bill George Author, Finding Your True North 7 Qualities of Good to Great Leaders According to Jim Collins, author of the book Good To Great, the following is the level 5 leadership hierarchy: Level 5 - Executive Level 4 - Effective Leader Level 3 - Competent Manager Level 2 - Contributing Team Member Level 1 Highly Capable Individual 8 4

5 Leading with Emotional Intelligence According to Daniel Goleman, author of Primal Leadership Realizing The Power of Emotional Intelligence, leaders need to be competent in the following: Personal Competence: These capabilities determine how we manage ourselves self-awareness and self management. Social Competence: These capabilities determine how we manage relationships social awareness and relationship management. 9 Effective Stewardship Stewardship refers to management s responsibility to properly utilize and develop its resources, including its people, its property, and its financial resources. What have you done to demonstrate effective stewardship? Think about decisions you have made requiring large financial investments. If the resources came directly from your bank account, would you have made the same decision? If not, why not? 10 5

6 Action Plan What will you do (or continue to do) to ensure your organization has a culture that consistently demonstrates high ethical standards? 11 Contact Information Bob Cooper, President RL Cooper Associates (845) RL Cooper Associates provides Ethics in-services for all staff to assist you to sustain a culture that promotes respect and high ethical standards. 12 6

7 Emotional Intelligence Leadership Domains and Associated Competencies (From: Primal Leadership Realizing The Power Of Emotional Intelligence D. Goleman) I: Personal Competence: These capabilities determine how we manage ourselves Self-Awareness Emotional self-awareness: Reading one s own emotions and recognizing their impact; using gut sense to guide decisions Accurate self-assessment: Knowing one s strengths and limits Self-confidence: A sound sense of one s self-worth and capabilities Self-Management Emotional self-control: Keeping disruptive emotions and impulses under control Transparency: Displaying honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events II: Social Competence: These capabilities determine how we manage relationships Social Awareness Empathy: Sensing other s emotions, understanding their perspective, and taking active interest in their concerns Organizational awareness: reading the currents, decision networks, and politics at the organizational level Service: Recognizing and meeting follower, client, or customer needs Relationship Management Inspirational leadership: Guiding and motivating with a compelling vision Influence: Wielding a range of tactics for persuasion Developing others: Bolstering other s abilities through feedback and guidance Change catalyst: initiating, managing, and leading in a new direction Conflict management: Resolving disagreements Teamwork and collaboration: Cooperation and team building

8 Leadership Exercise Where do you, as a leader, fall on this diagram? (From Good To Great Jim Collins) Level 5 Hierarchy Level 5 Level 4 Level 3 Level 2 Level 1 Level 5 Executive Builds enduring greatness through a paradoxical blend of personal humility and professional will. Effective Leader Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Competent Manager Organizes people and resources toward the effective pursuit of predetermined objectives. Contributing Team Member Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. Highly Capable Individual Makes productive contributions through talent, knowledge, skills and good work habits. Key Points Every good-to-great company had Level 5 leadership during the pivotal transition years. Level 5 leaders are ambitious to be sure, but ambitious first and foremost for the company, not themselves. Level 5 leaders set up their successors for even greater success in the next generation. Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. 1

9 Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. Level 5 leaders display a workmanlike diligence more plow horse than show horse. Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results. 2

10 True North (Adapted from Finding Your True North Bill George) To be an authentic leader requires you to be genuine and to have passion for your purpose; you must practice your values, lead with your heart, develop connected relationships, and have the self-discipline to get results. You must stay on course of your True North in the face of the most severe challenges and pressures. If you stay on your True North, you build trust because you are true to yourself and what you believe in. Purpose To find your purpose, you must first understand yourself and your passions. In turn, your passions show the way to the purpose of your leadership. Values As a leader, you are defined by your values, which are deeply held beliefs that guide your actions. The test of your values is not what you say, but how you behave under pressure. If you are not true to the values you profess, people will quickly lose confidence in your leadership. Heart Authentic leaders lead with both their hearts and their heads. This means having passion for your work, compassion for the people you serve, empathy for the people with whom you work, and the courage to make difficult decisions. Connected Relationships Develop long-lasting and enduring connections with other people in all types of relationships. This enables you to build trust and commitment through the openness and depth of your relationships, and to engender commitment from people. Self-Discipline You need a high level of self-discipline to produce results. When you fall short, it is very important to admit your mistakes and take corrective action. 1

11 Select a leader (past or present) whom you have admired, and believe to be truly authentic. Please describe the qualities they possess that you admire. What leadership experience are you most proud of? In the Harvard Business Review article Crucibles of Leadership, authors Warren Bennis and Robert Thomas describe the crucible as an experience that tests leaders to their limits. A crucible can be triggered by such events as confronting a difficult situation at work, receiving critical feedback, or losing your job. Or it may result from a painful personal experience, such as divorce, illness, or death of a loved one. The authors believe that the skills required to conquer adversity and emerge stronger and more committed than ever, are the same ones that make for extraordinary leaders. Think of a crucible that you experienced. What did you learn about yourself, and how has it impacted your approach to leadership, and your True North? Crucibles often teach us the importance of moving from I to We. Leaders learn that they serve members of their team, not the other way around. 2