The Network for Social Work Management

Transcription

1 The Network for Social Work Management

2 Invest in your Career: Join the Network Starting on July 1, 2013 Membership to the Network became free for Individual Members

3 Benefits of Joining The Network Exclusive Networking Opportunities Mentorship of Future Organizational Leaders Network at National and Regional Conferences Interactive Webinar Series Opportunities to Serve on Network Committees And many more

4 Social Workers: Lean In Linda Rosenberg, MSW President and CEO, National Council for Behavioral Health October 21, 2014 at 10:00 AM PDT/1:00 PM EDT

5 Leadership Basic The thing women social workers have to learn is nobody gives you power, you take it." Roseanne Barr

6 Today The Operating Environment forces at play Impact on healthcare, human services, and philanthropic sectors Implications for Leadership: Personal Branding; Managing Teams; and Leaders at the Top

7 Embrace Change - It s not just your state or organization

8 Work Hard

9 Environment Forces that impact Leadership Appetite for Experimentation Monopoly Economy Technology Revolution Demand for Impact

10 Even the Federal Government

11 And the States Deploying some type of managed care Health Care Mental health and substance use treatment Intellectual disabilities services Children s Services

12 Monopoly Economy Chains thrive variety of goods and services at lower cost Buying power, centralize functions, capitol to change Size is the key Monopoly Economy 4 airlines = 69% travel Walmart = 57% of all groceries 75% = doctors are employees

13 Competition Large legacy hospital healthcare systems in acquisition mode to gain market share Non-hospital affiliated self-organizing to create ACOs. Behavioral health embedded in primary care team; or specialty centers of excellence, partnering with medical homes to provide care to people with complex conditions New players focused on economy of scale and standardization mergers; and private equity

14 Technology in our Hands, Homes or Offices ehealth revolution Big Data Cut costs by 197 billion over next 25 years

15 Demand for Impact Accountable for the experience, the quality and the cost.

16 World Class Customer Service Branding - think Nordstrom, Starbucks, Apple, and Amazon Prime Accessible Provides a personal touch Resolves problems well.

17 Outcomes-Based Transparent Standardized Measured Benchmarks

18 Historical Leadership Challenges System Noise that required leadership to focus energy on the internal challenges over and over again This historical focus on the internal system needs was more workable when the external environment was not changing at a rapid pace However, NOW Presented By: David Lloyd, Founder 18

19 Leadership shaped by Experimentation Monopolies Technology Impact

20 How do you get to be a Leader? Rules for Success - fundamentals of personal branding 1. Make Sure You Add Value give before you ask 2. Communicate Up and Down, Inside and Out 3. Know How to Deliver Results 4. Invest in Relationships 5. Keep Perspective

21 Personal Branding 1. Make sure you add value giving before getting Know what s on your boss s dashboard Read a lot Create your own performance dashboard Work with a sense of urgency Do what matters first Lean in step up to the plate

22 Personal Branding 2. Communicate Up and Down, Inside and Out Sit at the Table Listen actively (shows respect, deepens trust) Infuse meetings with energy Read the impact you have on others Always look the part Respond to calls, s within 24 hours

23 Personal Branding 3. Know How to Deliver Results Accountability begins at the beginning Establish an agenda, clear outcomes Deliver on promises Learn from your mistakes - focus on getting better, rather than being good The power of nice

24 Personal Branding 4. Invest in Relationships Set up a relationship radar screen Recognize the doers Network - face time counts Help your colleagues ahead What goes around comes around

25 Personal Branding 5. Keep Perspective Avoid arrogance Face up to difficult conversations It s not personal - nothing or nobody can affect you negatively - know when to take a deep breath Always be open to opportunity Keep the door open - don t leave before you leave

26 So now you re a supervisor What Matters Most? Pay or Benefits Commitment to the mission Relationship between employees and direct supervisors

27 A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves." Eleanor Roosevelt

28 Your Team - The Five Dysfunctions Consensus Decision.

29 Motivating Your Staff Give autonomy Choice results in higher job satisfaction and better performance Clear achievable goals Connect work to values Critical mass Coaching to support mastery Employees have space to continually grow toward mastery Celebrate Success

30 Don t Forget to Manage Up No surprises Your job is to help your boss look good Be aware of your boss s hot buttons/pet peeves Understand your boss perspective and agenda Provide solutions, not problems Ask for feedback Be loyal don t talk about your boss - don t go over your boss s head or behind her back

31 And showcase yourself No one gets to the corner office or gets the promotion if you don t think you deserve your success. We have to own our own success.

32 Now You re at the Top: CEOs that make it work Passionately curious Battle hardened confidence Simple mind set Fearless Team smarts Adam Bryant

33 Passionate Curiosity Deep sense of engagement with the world A questioning mind Deeply interested in people and things Aim to understand and improve

34 Battle Driven Confidence Face down adversity Understanding capabilities Confidence - presence

35 Simple Mindset Distill large amounts of information down to 2-3 things that really matter Communicate these key items to others, understanding that s what they can remember

36 Fearlessness Bias-to-action - avoids analysis paralysis Takes risks, but isn t reckless Disruptive if it will elicit improvement

37 Team (or Street ) Smarts Understand people No drama Power of narrative

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39 Remember what Maya Angelou said, I ve learned that you shouldn t go through life with a catcher s mitt on both hands. You need to be able to throw something back.

40 Questions

41 Get Connected! Network for Social Work Management Facebook.com/NNSWM Twitter.com/TheNSWM