Disclosure Statement

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1 Leadership Development for Program Sustainability Robert Parker, DNP, RN, CENP, CHPN, CHP Disclosure Statement No conflict of interest exists for any individual in a position to control the content of this educational activity. 1

2 Desired Learning Outcomes At the conclusion, participants will be able to: Identify common leadership styles, their effectiveness, and positive attributes. Discuss the key components of Barrett s Seven Levels of Consciousness Model. Develop strategies for improving clinical and operational quality for program sustainability. Use the information to identify at least one candidate for leadership development in your organization 2

3 Definition Leadership is Vision Motivation Serving Empathy Creativity Thoroughness Managing Team Building Taking Risks Improving Precepting, Coaching, Mentoring Preceptor Short term; skills check, often assigned, orientation Coach Often short term; professional relationship, often assigned situational; your team Mentor Usually long term, personal/professional relationship, individual is chosen 3

4 Common Styles of Leadership Autocratic Transactional Transformational Democratic Laissez Faire Strategic Bureaucratic Visionary Why is This Important?? 4

5 What Type of Leader Are You? Autocratic, Bureaucratic, Laissez Faire, Transactional Leadership Rarely/Sometimes Effective Decisions without input (A) Rejection of input (B) Limit growth opportunities (LF) Encourage bare minimum work (T) What Type of Leader Are You? Democratic, Strategic Commonly Effective Decisions based on input (D) Supports multiple types of employees (S) 5

6 What Type of Leader Are You? Transformational, Visionary Commonly Effective, Highly Encouraged Commitment to the Organization s vision (T) Translates into specific, achievable goals (V) Attributes of Great Leadership Humility Emotional Intelligence Approachable Reflective Creating a Safe Workplace ripe for Diversity & Inclusion 6

7 Application Identifying Your Leaders Challenges to leadership Demographics Aging nursing population Environment Hostile work place Workforce Nursing shortage Changing landscape of healthcare Complex systems 7

8 Values My Values 8

9 What My Results Tell Me Look for opportunities to develop/grow Support/provide guidance to others True to self and my principles Receptive to the ideas of others Have high aspirations to improve Modest/unpretentious Enjoy having the chance to improve skills Self Reflection Understanding our values helps us better understand ourselves and why we may act or react in the way that we do. Leadership is the transformation between Self Interest Common Good 9

10 Self Reflection Use 10% of the time Autocratic Bureaucratic Transactional Laissez Faire Use 90% of the time Democratic Strategic Transformational Visionary Who s in the Room? 10

11 Managers vs. Leaders Autonomy Leads to Engagement Control Leads to Compliance Motivation Control leads to compliance 11

12 Motivation Autonomy leads to engagement Employee Engagement 50% of US workers are not engaged at work 20% are actively disengaged $300 billion a year in lost productivity 12

13 Leadership Development Horizontal Refers to the adding of more knowledge, skills, and competencies. It is about what you know. Measured through 360 degree feedback. Vertical Refers to the advancement in a person s thinking capability. Its outcome is the ability to think in more complex, systemic, strategic, and interdependent ways. It is about how you think. Measured through stage development. Developing Yourself & Others 13

14 Business Acumen Business Acumen Creating and communicating your vision Operationalizing your strategy Implementing your tactics Communicating your value Using analytics to Measure your outcomes Revise your plan 14

15 Planning Strategic Planning Outlines your mission, vision, and high level goals typically for the next 3 5 years. It accounts for how you will measure those goals, and major projects to meet them Operational Planning Outlines what your department will focus on usually the upcoming year. Operational Planning Must provide personnel with a clear picture of their tasks, and responsibilities in line with the goals and objectives of the Strategic Plan. Strategies are the End Point of the Strategic Plan, and the Starting Point of the Operational Plan. 15

16 Goal Setting What is your business goal (Strategic)? Do your employees understand it (Operational)? Who do you want to serve (Strategic)? What are your practice capabilities (Operational)? Responsibility & Flexibility Accountability The Buck Stops Here Harry S. Truman 34% of global organizations executives do not hold leaders accountable Brandon Hall Group s 2014 State of Performance Management Survey 16

17 What is it Succession Planning Strategy for identifying and developing future leaders at all levels. Plan for inevitable changes that will occur Resignations Retirement Advancement into key roles Succession Planning Be proactive Keep an open mind Make the vision known Offer regular feedback to proteges Provide training to peak performers Do a trial run of your succession plan Use your plan to develop a hiring strategy 17

18 Pulling It Together Leadership is not management Some types of leadership are not effective Devaluing Autonomy leads to engagement Motivation Business acumen Accountability Succession Plan Questions? Robert Parker, DNP, RN, CENP, CHPN, CHP 18

19 Resources & References Barrett Values Centre 2&locale=en_US Center for Creative Leadership content/uploads/2015/04/verticalleaderspart1.pdf content/uploads/2015/04/verticalleaderspart2.pdf content/uploads/2016/09/making leadershiphappen center for creative leadership.pdf solutions/industries sectors/healthcare/ University Council for Educational Administration cdn.com/wpcontent/uploads/2014/08/curriculum Mapping Guide for Leadership Development.pdf Vertical Development Academy 19