Sailing to Leadership Success: A Leader s Toolkit. Martha G. Lavender, PhD, RN, FAAN President, Gadsden State Community College

Transcription

1 Sailing to Leadership Success: A Leader s Toolkit Martha G. Lavender, PhD, RN, FAAN President, Gadsden State Community College

2 In this session, we will. Explore issues impacting patient care in health delivery systems Apply leadership trends to leader and administrative roles in complex settings Analyze selected situations that constitute a leadership crisis To define the elements of a leadership toolkit for your organization and advance your professional career. AALA Spring Conference: March 14, 2017

3 Leadership is not defined by your title it is defined by your actions!

4 Leadership = Alignment Alignment of your style and actions with the mission, vision, and values of the organization Alignment and clarity of all processes and procedures Alignment of the talk and the walk Alignment results in a visible reflection of your principles and values in your leadership style leading to your leadership legacy!

5 Alignment = Clarity 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important right now? 6. Who must do what? Lencioni, P. (2012). The advantage: Why organizational health trumps everything else in business. San Francisco: Jossey-Bass.

6 Mission statement elements Supportive and nurturing environment Provide exceptional care Promoting health, independence and social interaction of seniors Committed to making a difference in people s lives Maximizing independence

7 Mission statement elements Passion for service to seniors Honestly, integrity, responsiveness, and forthright communication Desire to constantly achieve and improve Enrich the lives of residents by providing an environment that stimulates them physically, mentally, and emotionally. Atmosphere of warmth and caring

8 Value statements Integrity - Honesty, trust, ethical behavior Respect - Sensitivity, listening and embracing diversity Teamwork - Modeling teamwork, expecting teamwork, recruiting team players Excellence - Striving to rise from good to great, good is never good enough Joy - Investing in that which brings satisfaction, pride and joy Innovation - Finding new ways to create value for customers Social Responsibility - Producing benefits to society

9

10 Senior Health Rankings ALABAMA OVERALL RANK 44 Obesity 33 Smoking 30 Diabetes 20 Inactivity 37 Source:

11 Source: CORE MEASURES 2016 Above National Norm

12 Pre-Existing Conditions Reimbursement Issues Interprofessional Collaboration Accountable Care Organizations Patient Care Managing change Communication Informatics Health Care Workforce Knowledge Productivity Compliance Medicaid Funding in Alabama Patient Safety Patient-Centered Care EMR CMS - Medicare/Medicaid Affordable Care Act

13 What are the essential characteristics or traits of a LEADER?

14 Emotionally Intelligent

15 Emotional Intelligence defined.. The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. Daniel Goleman, 1998

16 4 EI Competencies Personal Competence Social Competence Self- Awareness Social Awareness / Empathy Self- Regulation / Motivation Relationship Management

17 Being Self-Aware Life is just a mirror, and what you see out there, you must first see inside of you. Your staff watch YOU not what you say, but what you DO. Others Integrity Performance Courage Passion Self Legacy

18 Self-Awareness Realistic Understand values, goals, and dreams Self-reflection and thoughtfulness Possess a sense of what matters most Leads to SELF-MANAGEMENT

19 Understanding Others Sensing others emotions, understanding their perspective, and taking an active interest in their concerns Genuinely valuing the contributions of others Expressing belief in abilities and expectations for performance

20 Relationship Management Most visible tool of leadership Persuasion Conflict management Collaboration Moving people in the right direction Find common ground and builds rapport

21 Building a Cohesive Team Results Accountability Commitment Conflict Trust Lencioni, P. (2012). The advantage: Why organizational health trumps everything else in business. San Francisco: Jossey-Bass.

22 Benefits of Mastering EI: Personal Benefits Increases career success Increases personal relationships Increases optimism Increases confidence Provides better health = and BALANCE Professional Benefits Increases leadership effectiveness Increases communication effectiveness Decreases workplace conflict Increases problem solving Increases likelihood of hire / promotion

23 EI Leader Toolkit.

24 Master Communicators

25 Do what you say and, say what you do! Gladwell s (2008) review of the theory of plane crashes The kinds of errors that cause plane crashes are errors of teamwork and communication Mitigated Speech

26 Different Levels of Mitigation Command Most direct and explicit; zero mitigation Obligation Statement Less specific, softer Suggestion Query Implicitly says we re in this together Preference Hint Hardest level to decode

27 Crucial Conversations. saying what you mean and meaning what you say! Interactions that happen with everyone personally and professionally 3 Characteristics: 1. Opinions vary 2. Stakes are high 3. Emotions run strong Source: Patterson, Grenny, McMillian, & Switzler. (2002). Crucial conversations.

28 Examples of Crucial Conversations Talking to a coworker who behaves offensively or makes suggestive comments Firing an employee Giving the boss feedback about his/her behavior Critiquing a colleague s work Giving an unfavorable performance review Mediating conflict between a physician and staff member Talking with a coworker about a personal hygiene problem

29 Crucial conversations succeed if. You are able to get all the relevant information out in the open Keep the dialogue going Don t resort to silence Find common purpose and goals Create a pool of sharing meaning

30 Overcommunicate Clarity The world is full of organizations where employees feel uninformed and in the dark even through they have access to glossy newsletters, interactive Web sites, and overly produced employee meetings Communicate messages at least 7 times Cascading communication Consistency in messages Timeliness in message delivery Use live-real-time communication Leadership is imperative needs genuine commitment and active involvement (sacrifice) Lencioni, P. (2012). The advantage: Why organizational health trumps everything else in business. San Francisco: Jossey-Bass.

31 Be Courageous Principled leaders have the courage to act rightly. Be decisive. What decisions are you avoiding? What are you holding back? Confront reality. What are you ignoring? What should be challenged? Tackle your toughest challenge. What is the impact of not acting?

32 Conflict in the workplace. 1. Is a leading cause of stress 2. Causes lost productivity as employees try to avoid those with whom they disagree 3. Requires 24 to 60 percent of your manager s time 4. Must recognize and act quickly 5. Requires additional skills 6. Can have very positive results if managed well

33 Managing Transitions Essential for Change Endings Neutral Zone Beginnings Loss Acknowledgement Saying Goodbye Letting Go In Between Time Chaos Wilderness Creativity Being in Tune New Chapter Renewal New Identity Bridges, W. (2009). Managing transitions: Making the most of change (3 rd ed.).

34 Crisis Communication. Know your audience (internal or external). Keep your message simple and brief. Identify three key messages. Discuss safety measures, contacts for assistance, resources to address issue, etc. (build confidence)

35 Communication Toolkit.

36 Lifelong Learners

37 Managing Self and Career.. 1. Person Know Your Strengths 2. Performance Know Your Reputation 3. Place Know Your Environment 4. Possibilities Set SMART Goals 5. Plan Create a Leadership Development Plan for career progression

38 CAREER MANAGEMENT SERVICES Career LifeCycle On-Boarding Career Transition CAREER LIFECYCLE Professional Development Retention & Redeployment Change & Adaptation

39 Tale of a Hero s Journey Basically a theory of change deep, personal change New paradigm New perspective Changing viewpoint Transformational leaders are not dependent on the system. Willing to lose the job to pursue what is right for the organization Full transition from manager to leader If you re not risking your job, you are not doing your job!

40 Professional Development Toolkit

41 Sailing to Success Knowing self and your reactions; manage self Knowing and managing the team Understanding the mission and strategic direction for the organization Sharpening communication skills to create crystal clear clarity in the organization Possess courage, articulate vision, manage conflict, and negotiate effectively Recreate yourself continuously Know when to exit and have a plan

42 Remember to have fun along the way!

43 Thank you for all you do to promote the health and wellbeing of those you care for! Go forward and do great things!