It s All People Business: Effective Collaborative Leadership

Transcription

1 It s All People Business: Effective Collaborative Leadership 2013 ORHP Network Development Grantee Meeting June 4th, 2013 Eric T. Baumgartner, MD, MPH Network Development TA Provider Georgia Health Policy Center

2 Leadership? What is Leadership? How is it different from Management? Are Leaders born or made? Are Leaders just those people in Senior Positions?

3 Leadership Leadership Leaders are called to stand in that lonely place between the no longer and the not yet and intentionally make decisions that will bind, forge, move and create history. We are not called to be popular, we are not called to be safe, we are not called to follow, we are the ones called to take risks, we are the ones called to change attitudes; to risk displeasures, we are the ones called to gamble our lives, for a better world.--mary Lou Anderson, April 1970

4 Why Leadership? Effective Collaborative Opportunities! Achieve Together that which you Could Not Do: - Alone - As well - As effectively - As quickly - As affordably - As sustainably

5 Getting to the Next Level Where communities relative starting points may vary (ex. rural) every community can identify and realize the next level of capacity for health. It's the level of effective leadership that creates the opportunity and the action.

6 Leveraging Integrating resources, human or otherwise, into a deliberate inter-relationship so as to increase both the effectiveness and efficiency Get more out of what s working Get to new ways of making things work Once you demonstrate this capacity for leveraging, creates further opportunities!!!

7 Abundance! Culture of ongoing REQUESTS and OFFERS! Not zero-sum gain No glass ceiling to gains By on-going leveraging and securing new assets

8 Leadership "When people feel trusted, they'll do almost anything under the sun not to disappoint the person who gave them the gift of trust." -- Rob LeBow

9 On Leadership p. 1 Speed of Trust Reflective Leadership Listen for what is helpful Create the space for possibility Synergy and Alignment Small Wins strategic incrementalism Humility

10 On Leadership p. 2 It s not really about funding or resources, it just isn t. It s about leadership and collective will. Don t fix the past, create the future Stakeholder mapping, communications planning, space for shared aspirations, ownership and commitment Be in action Reciprocal accountability social norming

11 New Leadership Paradigm Individual Leadership Collaborative Leadership

12 Inter(cross)-Sectoral Leadership Inter(cross)-sectoral success requires leaders in organizations that are able to build and maintain alliances with other organizations, funders, political representatives, the media and constituents.

13 Spheres of Leadership

14 Going After Big Results Leadership Capacities Developed Individual Capacity Management. Capacity Collective Capacity Network Systems Individual Level of Impact Organizational Community Field Traditional Leader Development National Leadership Academy for the Public s Health Impact!

15 Leadership "No man will make a great leader who wants to do it all himself, or to get all the credit for doing it." --Andrew Carnegie

16 Why Inter-Sectoral?

17 K Minyard and G Landers, Georgia Health Policy Center ; Adapted from Ronald A. Heifetz and Marty Linsky, A Survival Guide for Leaders, Harvard Business Review, June 2002, pp Technical vs. Adaptive* Challenges Technical Challenges Ready made solution exists Someone has The Answer Standard Operating Procedures (SOPs) Even if they require intense skills, some expert knows exactly what to do Examples Building a hospital Fixing a broken computer Brain surgery Adaptive Challenges Never solved issue Perhaps new, never seen before No one s got The Answer Must be solved by collaboration Examples Poverty Reforming public education Health reform Preparedness

18 Technical Challenges REACT TO ADAPT TO CREATE Adaptive Challenges TRANSFORM

19 Collective Impact John Kania and Mark Kramer Stanford Social Innovation Review Winter 2011

20 Heifetz and Linsky Ronald A. Heifetz and Marty Linsky, A Survival Guide for Leaders, Harvard Business Review, June 2002, pp

21 Collective Impact The commitment of a group of important actors from different sectors to a common agenda for solving specific social problems. John Kania and Mark Kramer, Stanford Social Innovation Review, Winter 2011

22 Collective Impact: Five Conditions for Success 1. Common Agenda across community sectors 2. Shared Measurement Systems for objectives 3. Mutually Reinforcing Activities across org s/sectors 4. Continuous Communication 5. Backbone Support Organizations = alignment organizing infrastructure John Kania and Mark Kramer, Stanford Social Innovation Review, Winter 2011

23 Leadership "Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don't quit." --Conrad Hilton

24 Continuous Quality Improvement

25 Your Experience What has been your experience, whether affirming or otherwise, as relates to notion of value of and effective ways by which to engage in successful cross-sectoral leadership? Do you feel you are at a good level of leadership competence and confidence?

26 Health Leadership Development Deliberate focus for decades Growing number of PH leadership organizations* National - CDC, PHI, other Regional - Nine State Eleven Recognition of need for effective leaders in contemporary community health practice Recognition of cross-sectoral implications of PH frames of Health in All Policies and Social Determinants of Health and building resilient communities *Source: Public Health Leadership Society

27 National Leadership Academy for the Public s Health Sponsored by CDC OSTLTS OPHPR PPHF (Prevention and Public Health Funds) National implementing partner is the Public Health Institute, Center for Health Leadership and Practice, Oakland, CA Decades of regional and national role in PH leadership development

28 NLAPH model

29 Leadership Curriculum Model Action Scale

30 NLAPH Goals Drive the adoption of evidence-based policies Align medicine and public health Improve health outcomes in our nation through sustainable policy and systems change

31 Leadership "Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people-- motivating people to get the job done. You have to be people-centered." --Colin Powell Leadership Quotes from GovLeaders.org

32 Leadership "People don't care how much you know-- until they know how much you care." --John C. Maxwell

33 Leadership A leader is best when people barely know that he exists. Less good when they obey and acclaim him. Worse when they fear and despise him. Fail to honor people, and they fail to honor you. But of a good leader, when his work is done, his aim fulfilled, they will say, "We did this ourselves." -- Lao-Tzu

34 Discussion

35 Thank you