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The Leader In You
The Leader In You
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Finding the Leader in You

  1. 1. Leveraging the Leader in You Les Wallace, Ph.D. May 2, 2015
  2. 2. Final Exam  Based upon today’s discussion, what might you consider doing differently? © Signature Resources Inc. 2015 2
  3. 3. Today’s Audience  How many of you are in CoANA leadership?  How many of you have been a CRNA 5 years of less?  How many of you have been a CRNA at least 6-15 years?  How many of you have been a CRNA for over 15 years?  What’s your practice setting: inpatient? Ambulatory? Rural? © Signature Resources Inc. 2015 3
  4. 4. Are leaders born or made? © Signature Resources Inc. 2015 4
  5. 5. Does Everybody Have Leadership in Them? © Signature Resources Inc. 2015 5
  6. 6. Foundations of Leadership We Want to be respected. We Want to feel valuable. We Want to be successful. We Are uncertain about Our future. Get complacent when times are going well. Wonder what our leaders are thinking. © Signature Resources Inc. 2015 6
  7. 7. Traditional Views of Leadership  In charge of others.  Position of power over budgets and people.  Directing decisions about the future.  Leading the creation of new products, services, processes, partnerships.  Recognized by others as the “face” of the department or organization.  Doing something “to” someone rather than “with or for” someone. © Signature Resources Inc. 2015 7
  8. 8. Another View of Leadership © Signature Resources Inc. 2015 8
  9. 9.  Warren Bennis, Learning to Lead: A Workbook on Becoming a Leader (2003).  Marcus Buckingham, et. al., Now Discover Your Strength (2001).  Robert Goffee and Gareth Jones, Why Should Anyone Be Led by You? (2009).  Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (1995).  James Kouzes and Barry Posner, The Leadership Challenge (2002).  Michael Marquardt, Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask (2014).  Simon Sinek, Start with Why (2011)  Michael Unseem, The Leadership Moment (1998).  Les Wallace and Jim Trinka, A Legacy of 21st Century Leadership (2007)  Daniel Yankelovitch, The Magic of Dialogue (1999). © Signature Resources Inc. 2015 9
  10. 10. Contemporary View of Leadership  People watch how you behave everyday and it’s influential—good and bad.  We are all contributors at some point.  We all “lead” ourselves.  Leadership requires micro as well as macro contributions.  Every professional touch you have as a clinician is RIPE for leadership. © Signature Resources Inc. 2015 10
  11. 11. Contemporary View of Leadership Leadership is a personal commitment to yourself and others… …to inspire vision and hope, …develop self sufficiency, …and assure outcomes valuing the quality of life and work. © Signature Resources Inc. 2015 11
  12. 12. Think About a Professional Role Model You Have…  What one “leadership” characteristic of this person is most impressive to you?  Do you think you can become better by watching how this person navigates professional life?  When you confront personal or professional dilemmas, ask yourself… “What would they do in this situation?” © Signature Resources Inc. 2015 12
  13. 13. Contemporary View of Leadership You can not, not lead! Even good followers are providing support— and support is servant leadership.  You lead someway with your family--helpful, encouraging.  You lead someway in your social circle--supportive, ideas.  You lead someway in your work team--even just doing your job.  You can choose to lead in the larger organization.  You can choose to lead in the local / national community. © Signature Resources Inc. 2015 13
  14. 14. Contemporary View of Leadership Think of a personal role model you’ve had in these domains:  Family  Social circle  Work team  Your larger organization  Local / national community. © Signature Resources Inc. 2015 14
  15. 15. Contemporary View of Leadership  Leaders are learners—they do not have the same portfolio of capabilities and perspective year to year.  If you’re the same leader as last year you’re not learning. Ask yourself—how are you different?  Leaders help others be successful—the servant part.  Directing others is coordination and herding— possibly leadership if done right but often mistaken for leadership. © Signature Resources Inc. 2015 15
  16. 16. What to ask the person in the mirror? “There comes a point in your career…when the best way to figure out how you’re doing is to step back and ask yourself a few questions. Having all the answers is less important than knowing what to ask.” Who am I / are we? What is leadership? How well am I / are we leading? © Signature Resources Inc. 2015 16 “What to Ask the Person in the Mirror,” Kaplan ( HBR 1/07) “Why Should Anyone be Led by You,?” Goffee & Jones (HBR 9/10)
  17. 17. Why I know you have Leadership in You © Signature Resources Inc. 2015 17 ① You’ve had a self directed desire to learn. You’re curious, driven and willing to put up with the dilemmas of clinical and systems complexity. ② You most likely had “coached” experiences: Experience is a good teacher, coached experience in a great teacher. Someone took time to help you sort through and navigate choices. ③ Most of you have had good role models. You’ve watched others in leadership positions who you admire. And witnessed others who were awful.
  18. 18. 21st Century View of Leadership “Distributed Leadership” “Servant Leadership” ”A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves." © Signature Resources Inc. 2015 18
  19. 19. Translating to the Workplace © Signature Resources Inc. 2015 19
  20. 20. Translating to the Workplace © Signature Resources Inc. 2015 20 What are some typical challenges you find in the workplace? No wrong answers here.
  21. 21. Foundations of Leadership: Competencies in the Workplace  Interpersonal competence  Team collaboration  Influencing upward  Developing others  Navigating the future: Personal and Professional  Self-awareness © Signature Resources Inc. 2015 21
  22. 22. Foundations of Leadership in the Workplace What are your strengths? © Signature Resources Inc. 2015 22 80% greater return on investment by enhancing an existing leadership strength than from working on A leadership weakness.
  23. 23. Foundations of Leadership in the Workplace Fatal Flaws in leadership. A fatal flaw is a severely limiting capability that if not corrected tends to derail leadership potential. © Signature Resources Inc. 2015 23
  24. 24. Fatal Flaws of Leadership © Signature Resources Inc. 2015 24
  25. 25. Interpersonal Competence Interpersonal competence is the ability to choose a type of communication that is most effective in a given situation. This competency empowers individuals to achieve the goals of any communication in a manner that is best suited for all parties involved. © Signature Resources Inc. 2015 25
  26. 26. Emotional Intelligence  Self-awareness—recognize, understand your own moods, emotions and drives.  Self-regulation—controlling or redirecting disruptive impulses.  Internal motivation—a learning curiosity and passion for achieving.  Empathy—understanding the emotional intelligence in others.  Social skills—maintaining relationships and building networks. Emotional Intelligence: Why it can matter more than IQ, Daniel Goleman © Signature Resources Inc. 2015 26
  27. 27. Interpersonal Competence How many extroverts do we have in the audience? How many introverts do we have in the audience? © Signature Resources Inc. 2015 27
  28. 28. Interpersonal Competence How many ambiverts do we have in the audience? © Signature Resources Inc. 2015 28
  29. 29. Interpersonal Competence  Interacting with others in a positive and productive manner.  We used to call this people skills.  Not the ability to be friendly in a social setting.  Adapting to the multifaceted styles and personas in the workplace or the political arena.  Staying calm, clear, focused and appreciative.  Interpersonal competence is a foundational competency to career and personal success. © Signature Resources Inc. 2015 29
  30. 30. Interpersonal Competence  Appreciative listening.  Conflict management and negotiation.  Facilitation skills.  Assertiveness.  Self disclosure.  Initiating relationships.  Giving feedback.  Self Awareness © Signature Resources Inc. 2015 30
  31. 31. Team Collaboration  Cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interest of a common cause.  Team is not simply a “group of people doing what I say.”  Nor simply cooperation—we teach that to Kindergarteners. © Signature Resources Inc. 2015 31
  32. 32. Team Collaboration “Teamness” is an expected interdependency that is supportive, focused and appreciative. © Signature Resources Inc. 2015 32
  33. 33. Improving Team Collaboration  You want to improve teamwork in your team? Have them define what they want it to be!  Model the team collaboration and communication behaviors you hope to see in others.  Encourage others with team contribution skills: encouraging, summarizing, clarifying, assisting, appreciating, organizing. © Signature Resources Inc. 2015 33
  34. 34. Team Collaboration Behavior  Shares information other team members need to be successful.  Offers solutions and options rather than focusing on griping or criticism.  Works with the ideas of others to find effective and efficient answers—ignores bullies and grumpiness.  Takes personal initiative for working out problems with other team members.  Stays cool despite different personalities and problems of team members.  Willing to take on a variety of responsibilities within the team.  Advocates for system changes to improve work and patient quality. Personal Success in a Team Environment, Wallace (2014) © Signature Resources Inc. 2015 34
  35. 35. Influencing Upward Today’s workplace has four domains of performance engagement: ① Technical competence. Without this: no influence. ② Teamwork. Credibility comes from teamwork. Most performance accomplishment is team accomplishment. ③ Customer / patient focus. Everyone influences this. ④ Participation in workplace improvement. Influencing improvement, teamwork! © Signature Resources Inc. 2015 35
  36. 36. Influencing Upward  Workplace improvement requires:  Your active participation in problem solving.  Suggestions for quality & process improvement.  Engagement in workplace change and transformation.  You DON’T HAVE TO WAIT to be asked for ideas.  Where do you see possibilities for improvement?  How might it save money, improve quality, provide a better patient / family experience?  What considerations of implementation need to be thought through?  Lob the softball: “What about…?” © Signature Resources Inc. 2015 36
  37. 37. Influencing Upward: Every Chief or Manager Wants to Know?  How will your idea impact quality and patient safety?  How will your idea impact a more efficient OR?  How will your idea contribute to improved teamwork?  Any financial impact of your idea? © Signature Resources Inc. 2015 37
  38. 38. Use an “Executive Summary” or Decision Memorandum Approach © Signature Resources Inc. 2015 38 ① Recommendation or Current Status: 1-2 sentences. ② The Context: 1-2 short paragraphs. ③ Briefly highlight supportive data and evidence. ④ Resource implications? Exceptional executive summaries can be accomplished in one page. Some with more complex data may require 2.
  39. 39. Developing Others How many teachers do we have in the room? © Signature Resources Inc. 2015 39
  40. 40. Everyday View of Leadership  Leaders develop others—they teach, coach and share relentlessly.  Most leaders have a “teachable point of view” much of which derives from stories about lessons learned and choices made.  Virtually everyone has a teachable story.  They call out and appreciate the strengths of others and help them get in position to make those strengths count even more. © Signature Resources Inc. 2015 40
  41. 41. Developing Others: Mentoring  “Mentoring” is helping people navigate careers and learning pathways to embed the lessons of leadership and make positive choices along the way.  Mentors tend to ask more reflective questions than make declarative statements. “Can I help?” “Would you mind a suggestion?” How many of you have a mentor? © Signature Resources Inc. 2015 41
  42. 42. Developing Others: Coaching  “Coaching” is about specific feedback and guidance around performance specific capabilities.  Helping with “clarity of expected outcomes.”  Teaching techniques, approaches, strategies.  Using reflective questions to help sort out dilemmas: “How might you approach this differently?”  Appreciating strengths and how to leverage them. © Signature Resources Inc. 2015 42
  43. 43. Do You Think You Might be a Professional Role Model for someone else? ways people learn leadership: o Modeled behavior o Coached experience o Self-study  Who do you think is watching your leadership most closely?  What do you hope they have seen in the last month that demonstrates good leadership? © Signature Resources Inc. 2015 43
  44. 44. Navigating the Future © Signature Resources Inc. 2015 44 Every life, job, service, product, and organization has a lifecycle of change.
  45. 45. Navigating the Future Who knows what their future is?  We all plan and hope but we also have to constantly recover from the last misstep or obstacle and reset our compass.  “Life is a series of recoveries!” Les Wallace  In the workplace the future is about: changing technology, organizing different people, new models of care, the need to improve. © Signature Resources Inc. 2015 45
  46. 46. Navigating the Future So how does the leader in you address this at work? “The future is already here—it’s just not evenly distributed yet.”  Stay informed—you can see the future if you look hard enough. The “ever present future.”  Ask the opinion leaders—what do you see coming next? In practice? In the clinical setting overall? In hospitals? In reimbursement?  Have ideas for adaptation when changes come and ideas to change now when you think it can be better. © Signature Resources Inc. 2015 46
  47. 47. Navigating the Future Help rally people to a better future—that’s leadership! Find like minded thinkers / doers—ones who face adversity and change with problem mindedness—and build a coalition. Do your homework and help people find answers to these questions:  Why do we need to change?  Where exactly is this new destination / model?  How will we get there—what’s the map?  What do you need from me? What’s my role? © Signature Resources Inc. 2015 47
  48. 48. What Leadership do you think Other Healthcare Providers Look For? © Signature Resources Inc. 2015 48
  49. 49. Other Healthcare Providers Look For  Integrity.  Good interpersonal and team competencies.  A learner.  Commitment to clinical quality.  Patient centered provider—voice of the patient.  Coach and teacher—stretching yet sharing.  Appreciative.  A voice for the team.  Consistency. © Signature Resources Inc. 2015 49
  50. 50. What Leadership do you Think Employers Look For? (Including Educational Programs) © Signature Resources Inc. 2015 50
  51. 51. Employers Look For (Including Educational Programs)  Integrity.  Alert corporate citizen, steward.  Agility / nimbleness with change.  Self-directed learner—stays current.  Interpersonal and team collaborator—supportive and helps others get better.  Transformational: thinking about constant improvement overall. © Signature Resources Inc. 2015 51
  52. 52. In the End… Someone, somewhere, is looking to you as a leader? Watch for it, act like it, grow into it. They be in unexpected places. © Signature Resources Inc. 2015 52
  53. 53. Les Wallace, Ph.D. President, Signature Resources Inc. Les@signatureresources.com  Dr. Wallace is recognized for tracking business environment and workplace trends and their impact upon business and government. His publications have appeared in Leadership Excellence, Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global, fast moving business environment. His book, Principles of 21st Century Governance (2013) is being used by many boards in the profit and not-for-profit sectors to design governance development approaches.  His new book, Personal Success in a Team Environment (2014) is used by individuals and organizations to improve teamwork, career building and success at work.  Les is a frequent consultant and speaker on issues of organizational transformation and leadership, employee engagement, strategic thinking and board of directors development and governance. His clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations world-wide. Dr. Wallace is also the host resource on the 9Minute Mentor, a series short video tutorials governance.  Les has served on the Board of Security First Bank and currently serves on the international Boards of the World Future Society and Counterpart International. He is a member of the National Association of Corporate Directors. Les writes an on-line column for CUES Center for Credit Union Board Education.  Preview his video series on governance: www.signatureresources “Dr. Wallace on Camera.”  https://twitter.com/9MinuteMentor © Signature Resources Inc. 2015 53

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