This document describes Kaiser Permanente's efforts to develop a new caring-centric leadership paradigm utilizing Caritas processes and mentoring. There was high turnover in leadership requiring new managers to be hired and oriented. A structured mentoring program was created matching new leaders with experienced mentors. The program focuses on caring science principles and values-based leadership development through didactic training, practical application, and regular mentor meetings over a 90 day period. The goal is to develop extraordinary caritas leaders and provide a strong foundation for new managers to learn and lead in a caring environment.

1. Kaiser Permanente, Northern California
Caritas Consortium 2013
Co-creating a Sustainable Caring-Centric Leadership Paradigm
Caritas in Action
How Caring Science informs and inspires KP caregivers and affirms our commitment to provide our
patients and their families exceptional care

2. Co-Creating a Sustainable Caring-Centric Leadership
Paradigm
Intent to Contribute Statement:
Intentional leadership with focus on building and sculpting a new leadership team for Adult
Services with focus on caring, confident, consistent, and effective leadership to serve our adult
inpatient population. The Employee Choice program has been a great catalyst to move this work
forward. Utilizing Caritas in Action coupled Heart Math, and other leadership development and
design tools I am creating a new leadership team … growing and serving our patients and keeping
pace with the changing health care environment. This work will change our patient experience
from good to exceptional. The caregiver team will experience a new connection to their art in
delivering care. This will be the model for caring practices in our new facility in San Leandro. As
this work occurs all who are involved with experience personal and professional change.
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3. Co-Creating a Sustainable Caring-Centric Leadership
Paradigm
Inspired Contributor(s) 1 :
 Shirley Paulson
-----Service Area: GSAA
Medical Center: HAY
Affiliation: PCS
-----Year Shared: 2013
Venue: Caritas Consortium
Format: PowerPoint
ID #: n/a
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Keyword TAGs:
Identifier
 Consortium2013-July, GSAA,
Hayward, Podium, Patient Care
Services
 Caritas Leadership, Team
Descriptor
 Mentoring

4. Page 4

5. Need for New Leadership Paradigm
• Through Employee Choice and promotions /changes in
roles, 58% turnover of experienced managers in PCS
• Hired three PCS Nurse Managers

ICU/TCU

3rd floor Med/Surg/Tele

4th floor Med/Surg/Tele/Oncology
• Hired seven PCS Assistant Nurse Managers (ANMs)
• MCH had newly hired two ANMs

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had two additional new ANMs

6. Flourishing through Caring Science
Caritas Process #4:
• Develop helping – trusting- caring relationships
Caritas Process # 7:
• Share teaching and learning that addresses the
individual needs and comprehension styles
Caritas Process #10
• Open to mystery and Allow miracles to enter
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7. Caritas Leaders
• Caritas Leaders are those who lead by example
and inspire others to foster caring-healing
environments and to reinforce helping-trusting
relationships between our fellow caregivers as
well as with our patients and their families.
http://nursingpathways.kp.org/ncal/practice/caringscience/buildingcaritasleaders/
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8. Guiding Inquiry for Caritas Leaders
• What does it mean to Lead with Care?
• How do I communicate authentically and express my
values and beliefs every day?
• How do I align my actions and my words?
• How do I align mind-body-spirit and co-create a
healing environment
http://nursingpathways.kp.org/ncal/practice/caringscience/buildingcaritasleaders/Caritas%20Leader
s%20-%20Guiding%20Inquiry.pdf
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9. New Leadership Paradigm to Develop
Caritas Leaders
Must Haves:
• It was critical to develop a Leadership program that had a new
way of thinking— Values Based, integrated in every day
experiences
• This needed to start at the Interview process
• This program needed to incorporate Caritas and HeartMath
principles
• Needed didactic as well as practical applications
• Needed Mentoring component


Structured process with Learning Objectives, meetings

Mentor / Mentee Orientation
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Matched an Experienced Leader Mentor with the new Mentee
Learning Objectives as part of Individual Development Plan

10. Traditional vs Values Based Leadership
The Traditional 20th-Century Leader:
"Driving" Change
The Values-Based Leader: Cultivating Healthy
Change with Leadership Intelligence and
Caring Science
“Top Down”
Culture of Fear and Reprisal
Metric-Driven vs Value-Driven
Tim Porter O’Grady: Creating the Culture for
Practice Accountability in Value-Driven
Healthcare
Focus on Financial Objectives in and of
themselves
Values-based Caritas leaders focus primarily on
trusting, timeless human values and caring
relationships as ends in themselves.
Quality will follow if you “do the right thing”
Traditional leaders manage others through
rules, rewards, and punishments, reducing
employee commitment
A values-based Caritas leader is open to shared
learnings and helps others to lead themselves
so that each group can make key decisions,
using Caring Science inquiry
Traditional leaders make decisions issued as
directives, orders and policies. Then followers
are expected to carry out the decisions, often
without questions or verbal feedback from
workers.
A values-based Caritas leader encourages
group intelligence by giving each group the
power to provide input and feedback on
organizational decisions. Leaders who embrace
altruistic values and shared decision making
start to emerge everywhere.
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11. Leader Orientation
• Managers are in a position to influence, impact and
shape staff’s experiences
• This program is intended:

To develop new managers into extraordinary Caritas leaders and,

To provide a strong foundation to Learn and Lead in a safe
environment
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12. Developing a Caritas Leader Begins With
the Interview Process
Sample questions:
1. Having an understanding of Jean Watson's Caring
Science Theory and how to apply it to leadership and
nursing is important to this leadership team. What is
your understanding of Caring Science? How would
you incorporate some of her practices as a leader on
this floor?
2. Tell me about the Care Experience hospital initiative
that your unit or department is working on. Can you
tell me how your unit is doing? What is your role in
contributing to this initiative?
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13. Kaiser Permanente – Existing Leadership
Development Programs
New Manager
Orientation
• 2-day Facilitated (Instructor-Led/Classroom course. Part of STAR
Leadership Curriculum for New Managers
STAR Leadership
(Steps to Achieving
Results)
EFM
Essentials for
Managers
• 15-20 minute Web-Based Lessons
• Developed to provide tools to help new managers build their
understanding of KP NCAL’s organizational strategy of quality,
service at a competitive price.
IMPACT Leadership
NCAL
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• A series of in- facilitated and web-based courses with defined
curriculum for First 180-days and 2nd 180-days through 1year.
Elective courses are also identified.
• STAR is designed for those who are new to leadership roles as
well as those who are seasoned professionals.
• Web-Based and Classroom Training, Harvard ManageMentor
• Curriculum divided into the following categories: Foundational
Courses (New Managers (0-2 yrs), Performance Leadership
(Frontline Dept. Managers and Stewards) , Executing Strategy
(Middle Managers) and Advanced Courses

14. A New Paradigm
If we agree that caring is central to nursing, are
we ready to embrace a paradigm that properly
acknowledges its significance in our work and
provides the necessary direction for manifesting
a bright and confident future?
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15. Nursing Leader Orientation
 New Orientation Checklist
 Alignment
of STAR leadership courses with
weekly Management meetings
 Weekly Educational focus with guest speakers
to reinforce didactic
 Monthly calendar
 Caring Science Leadership refresher training
 Mentoring program:

Each Mentee is matched to a Mentor, based on the initial
Questionnaire and preference checklist completed by the
Mentee

14 Mentees matched to 13 Mentors (one Mentor had two
Mentees)
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16. New Manager
Orientation
Calendar
Weekly focus
integrates didactic
with practicum
 New
Orientation
Checklist
 First 90 day
Mentoring Program

17. Mentoring Program Objective
• It is our goal to offer guidance, support and expertise
from a “matched” Mentor Leader within the GSAA for
new Assistant Nurse Manager and Nurse Managers
Mentees in the Adult and MCH Patient Care Services
through a structured, 90-day Mentoring program.
• At the end of this 90 day mentoring period, all
Mentees will accomplish at least two of the three
Learning Objectives identified in the initial
Mentor/Mentee Learning Agreement.
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18. What is Mentoring?
• Mentoring is a powerful personal development and empowerment tool
which can be an effective way of helping staff to develop in their
careers
• Should be viewed as a safe, non-judgmental relationship
• Facilitates learning, experimentation and development
• Mentors selected were accomplished Leaders within GSAA without a
direct reporting relationship to Mentee
• Mentors have roles outside of PCS:







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AR&L Director, Hayward
PI Director, Hayward
PI Director, Fremont
Care Experience Director GSAA
Area Quality Leader, Hayward
Director of STAR Leadership
Director, Maternal Child Health
- Transition Leader for San Leandro
- Perioperative Services Director, GSAA
- Administrative Services Director, GSAA
- Director of Public Affairs, GSAA
- Director of Education and Clinical Informatics, GSAA
- Director, Adult Patient Care Services

19. What is Mentoring?
• Mentoring is a voluntary and supportive relationship whereby a more
experienced staff shares their knowledge, skills and experience to
guide others to progress in their own lives and careers
• “Mentoring is more than ‘giving advice’, or passing on what your
experience was in a particular area or situation. It's about motivating
and empowering the other person to identify their own issues and
goals, and helping them to find ways of resolving or reaching them not by doing it for them, or expecting them to ‘do it the way I did it’,
but by understanding and respecting different ways of working”
Source: http://www.admin.cam.ac.uk/offices/hr/ppd/pdp/mentoring/what/
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20. Mentoring Program is Mentee Driven
• Mentoring program is Self-Driven, Confidential
• Takes place outside of the direct reporting relationship
• Mentees:


Identifies their own development needs and goals

Solves problems by enhancing their own self-awareness

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Take responsibility and ownership for their own learning and
development
Meeting agenda development is Mentee-driven

21. Mentor supports Self Discovery
• Mentor acts as a conduit to self discovery and
reflection, and gives the Mentee the space and time
to make their own decisions
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22. What is a Mentor?
Sounding Board
to test ideas and suggestions
Facilitator
to be able to point to potential
opportunities, arrange introductions
Advisor
to provide objective advice on a range of
issues, including career opportunities
Coach
to directly assist the mentee to improve
a specific skill
Source: https://www.dur.ac.uk/hr/mentoring/mentoringguidelines/whatismentoring/
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23. Mentors can serve as a…
Expert
to act as a source of
technical/professional knowledge
Source of
to be able to explain Kaiser policies,
organizational material culture, values
Role model
to promote and encourage positive
behaviors in others
Source of feedback
to provide constructive feedback
Confidant
to express fears and concerns to
Motivator
to encourage the achievement of
goals and boost morale
Challenger
to challenge assumptions and
encourage alternative thinking
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24. Meeting Requirements
• Initial one hour meeting

Initiate discussion about your learning objectives

Mentee to email your Learning Objectives to your Mentor after your
first meeting, cc copy to Shirley Paulson (Program Coordinator)

Develop Mentee/Mentor Agreement, cc to Shirley Paulson
• Weekly check-in 5”-15” or so via phone or email
• At least one hour per month face to face meeting (can be
two 30 minute meetings each month)
• Prior to your last meeting with your mentor, review your
learning objectives and reflect on what you have
accomplished
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25. Mentoring Process
• Mentor/Mentee Agreement

Meeting Logistics: how, when

Confidentiality
• Learning Objectives Agreement


Make it a SMART objective

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Define 3 learning objectives you want to accomplish
Mentee to add Learning Objectives to Individual
Development Plan (IDP) in Total Performance

26. Mentee Application & Preference List
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27. Mentee Application (a closer view)
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28. PCS Mentoring website
https://www.kpmentoring.org/
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29. Summary
• Creating a sustainable, Caring-Centric leadership
program takes a village
• Set Expectations that Leadership is Value-Based and
behaviors support a trusting staff / manager
relationship
• It is a shared experience ; we learn from each other
• Caritas is incorporated in what we do, everyday
• Be open to “Mystery”—take joy in each day,
celebrate the successes
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30. Acknowledgements
• Thanks to the following for their support:


Beth Eichenberger, MCH Director Hayward

Debbie Hemker, COO Hayward

Evelyn Nodal, Care Experience Leader GSAA

Eileen Sapinoso, DECEPI GSAA

Dennis Spivack, Director STAR Leadership GSAA

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Joanne Mette, CNO GSAA
Genevieve Wright, ASD GSAA