co-creating a sustainable caring-centric leadership paradigm

Kaiser Permanente, Northern California

Caritas in ActionHow Caring Science informs and inspires KP caregivers and affirms our commitment to provide our

patients and their families exceptional care

Caritas Consortium 2013Co-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.

Co-Creating a Sustainable Caring-Centric Leadership Paradigm

Co-Creating a Sustainable Caring-Centric Leadership Paradigm

Inspired Contributor(s) 1 : Shirley Paulson

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Service Area: GSAA

Medical Center: HAY

Affiliation: PCS

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Year Shared: 2013

Venue: Caritas Consortium

Format: PowerPoint

ID #: n/a

Keyword TAGs: Identifier

Consortium2013-July, GSAA, Hayward, Podium, Patient Care Services

Caritas Leadership, Team

Descriptor Mentoring

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 had two additional new ANMs

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

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/

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%20Leaders%20-%20Guiding%20Inquiry.pdf

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

Matched an Experienced Leader Mentor with the new Mentee Structured process with Learning Objectives, meetings Mentor / Mentee Orientation Learning Objectives as part of Individual Development Plan

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 ReprisalMetric-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.

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

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?

Kaiser Permanente – Existing Leadership Development Programs

• 2-day Facilitated (Instructor-Led/Classroom course. Part of STAR Leadership Curriculum for New Managers

New Manager Orientation

• 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.

STAR Leadership(Steps to Achieving

Results)

• 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.

EFMEssentials for

Managers• 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

IMPACT Leadership NCAL

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?

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)

New Manager Orientation Calendar

Weekly focus integrates didactic with practicum

New Orientation Checklist

First 90 day Mentoring Program

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.

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:

• AR&L Director, Hayward - Transition Leader for San Leandro

• PI Director, Hayward - Perioperative Services Director,

GSAA

• PI Director, Fremont - Administrative Services

Director, GSAA

• Care Experience Director GSAA - Director of Public Affairs, GSAA

• Area Quality Leader, Hayward - Director of Education and Clinical

Informatics, GSAA

• Director of STAR Leadership - Director, Adult Patient Care Services

• Director, Maternal Child Health

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/

Mentoring Program is Mentee Driven

• Mentoring program is Self-Driven, Confidential

• Takes place outside of the direct reporting relationship

• Mentees:

• Take responsibility and ownership for their own learning and

development

• Identifies their own development needs and goals

• Solves problems by enhancing their own self-awareness

• Meeting agenda development is Mentee-driven

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

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/

Mentors can serve as a…

Expert to act as a source of technical/professional knowledge

Source of organizational material

to be able to explain Kaiser policies, 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

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

Mentoring Process

• Mentor/Mentee Agreement

• Meeting Logistics: how, when

• Confidentiality

• Learning Objectives Agreement

• Define 3 learning objectives you want to accomplish

• Make it a SMART objective

• Mentee to add Learning Objectives to Individual Development Plan (IDP) in Total Performance

Mentee Application & Preference List

Mentee Application (a closer view)

PCS Mentoring websitehttps://www.kpmentoring.org/

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

Acknowledgements

• Thanks to the following for their support: Joanne Mette, CNO GSAA 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 Genevieve Wright, ASD GSAA

co-creating a sustainable caring-centric leadership paradigm

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