engaging leadership strategies for positive winning ... · •empathy – powerful display of...
TRANSCRIPT
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Engaging Leadership Strategies
for Positive
Winning Performance
Lisa Thomson
Chief Marketing and Strategy Officer
Pathway Health
New Era of Healthcare Leadership
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Recruiting
Insight/Expertise Hiring
Training
Directing
Decision Making
Evaluating
Prioritizing
Monitoring
Engaging
Modeling
Coaching Budgeting
Planning
Recognizing
Reporting
Disciplining
Reinforcing
Building Strategic Alliances
Problem Solving
Staying Informed
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New Generations and Expectations Diversity is the norm Organizations are being reinvented Decisions are collaborative – not single
focus
Appreciate differences and collaboration
Mobilize creative potential and turn into positive winning performance!
Common Theme
Team expectations…
• to know they belong
• to feel valued for what they have to contribute
• to know where the organization is headed
• to know that excellence is expected and can be depended on
• to know that they are contributing to the greater good.
Resource: The Corporation for Positive Change
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Inform
Listen
Acknowledge
Involve
Innovate
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INFORM
Be equipped for positive change
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ACA Initiatives Industry Regulatory Clinical Community Consumer Strategic Partnership
Sources of Information • Provider and Professional Associations
• Industry Updates
• Regulatory Updates
• F2F
• Networking
• Thought Leadership
• Blogs
• Google Alerts
• Forums
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Industry Regulatory Clinical Community Organization Partnerships Consumer Roles and contributions
The Big Picture
Paint a picture
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LISTEN
Ask More and Tell Less
Voices to be Heard
• Embrace the art of listening – “one-approach-fits-all”…outdated
• Show you care – Valuable assets with unique capabilities and aptitudes
• Engage – ask questions
• Empathy – powerful display of listening
• Listen to verbal and nonverbal
• Don’t interrupt
Statistics
• 85% of what we know we have learned through listening
• Humans generally listen at a 25% comprehension rate
• Less than 2% of all professionals have had formal education/learning – Understand and improve listening skills and
techniques
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Ask to Tell Ratio
• Spend more time asking vs. telling – What you ask about is what people learn about
– What people learn about is what they know
– What they know is what they can do
• Internal and External – Team members
– Residents
– Strategic partners
– Community
– Consumer
– Competitive Marketplace
The Flip
• Every question has a direction…
• Turn negative issues into positive questions
– “What’s the problem?”
To “What’s working well?”
• Applicable to internal and external
Negative
Positive
Who, What, Where, When, How
• Focus on positive possibilities
• Uncover – Strengths
– Hopes and Dreams
– Ideas
– Capabilities and Expertise
• Tell me more about …
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Who, What, Where, When, How
• When – Great source to identify strengths
– Learn performance patterns, data metrics
– “Tell me about a time when you… …were able to use your ideas and skills to your best ability
…identified that you were interested in partnering with our organization
Who, What, Where, When, How
• Who
– Building blocks for effective work relationships
– Instill commitment to an organization – involvement in decisions and direction of organization
• “Who else need to be involved in order for us to succeed?”
• “Who else has a stake in the future we are creating?”
• “Who else needs to be involved because of the impact we are planning?”
• “Who can we learn from?”
Who, What, Where, When, How
• What – Windows to the future
– Generate possibilities
– Explore options
– Unlock potential • “What would you do if….”
• “What are the next steps that you believe…”
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Who, What, Where, When, How
• Where
– Bring ideas to life
– Provide information to action
– Process questions • “How shall we engage others?”
• “Where are the opportunities for collaboration?”
• “Where shall we start?”
Who, What, Where, When, How
• How
– Create the path
– Identify specific actions
• “where are our biggest opportunities?”
• “Where are the opportunities for collaboration?”
• “Where shall we start?”
Variations
Negative Variations Positive Variations
Who Who was involved in creating this situation?
Who else was involved, and what did he or she contribute to the outcome or success?
What What went wrong to cause this problem?
What can we do to make a positive impact or change?
Where Where are the biggest gaps in our strategy?
Where are the opportunities to leverage our strengths?
When When did this happen? When have we been at our best?
How How did we let this happen?
How can we collaborate to get the results we all want?
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Listen…Pulse…Positive Performance
• Organization's readiness for change
• Team’s readiness for change
• Organization data
• Your knowledge and insight to lead change
ACKNOWLEDGE
Seek the Best
Know the “Ingredients”
Not Just the “Recipe”
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Seek the Best People, Situations and Organizations
Seeking and Valuing team members: Skills Expertise Aspirations Ideas
Acknowledge and Engage
• Seek out things they do well
• Talents masked by imbalance – Right role, right person
• Appreciate diversity – Background
– Unique needs and work styles
• Passion – Expose, develop and foster
• Instinctive Skills – Natural
• Build on skills and talents
• Move out of the way of talent/skills
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Retention to Results
If an individual feels valued, they value you and want to stay and do more!
“Be People Centric.
When you get to know the people you are
leading, things will fall into place and the
results will come..”
Acknowledge organization status: Ability and Capacity Competency Training and Resources Data and Metrics Strategic Position Collaboration and alignment
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Seek the Best People, Situations and Organizations
Best Practices and Standardization
Alignment
• A Collaborative Agreement – Best Practices
– Anticipated Outcomes
– Align systems and processes
– Support purpose and goals of organization
– Engage and Inform all levels of organization
– Enable team to work with clear direction
Seek the Best People, Situations and Organizations
Best Practices and Standardization
Align Strengths – Development and Collaboration
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Collaborate and Align for action: • Mission/Vision • Industry initiatives • Regulatory environment • Competitive marketplace • Consumer demands • Team’s talents and strengths • Realign and Redesign
Acknowledge
Identify Barriers • Acknowledge and address barriers
• Organizational
• Operational
• Clinical
• Organization Readiness
• Training, Knowledge, Resources
• Talent Management
• Obstacles to Opportunities
• Appreciate, Acknowledge for Positive Outcomes
INVOLVE
A Voice In the Future - Belong to Make a Difference
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Leadership Balance
Position Inclusion
Stakeholders Category Description
Informative People, groups, organizations who have knowledge or information needed to make decisions
Influencers People, groups or organizations whose position, knowledge or resources give them influence in the decision-making process
Responsibility People, groups or organizations who are responsible for carrying out decisions
Impact People, groups or organizations whose relationships and activities will be impacted by decisions and outcomes
Interest People, groups or organizations who have an interest, emotionally or relationally, in the outcomes
Innovation People, groups or organizations whose different ways of thinking and being - whose experiences can bring ideas and effectiveness to the process for change
Engage and Involve
– Ownership
– Feel essential
– Insightful ideas that can make a significant difference
– Buy-in faster and resist less
– Implement the change more quickly
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Involve
Alig
n w
ith
Tea
m T
alen
ts a
nd
Ski
lls
From
“Me”
to
“We”
INNOVATE
Sparking the Fire for Excellence
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Leaders as Innovators
• Let go of the high-control, low-trust leadership
• Lead by directing from the center of their organizations
• Empower employees – Be creative
– Develop skills necessary to move forward
Innovation Sparks Action
• Encourages individuals to
learn
• Allows team to create and
express ideas, concepts
• Develop goals and actions
• Turning a vision into new
products or services
• The ability to re-imagine
things that already are
Innovative Leadership
C.R.E.A.T.E
• Change agent – drive change through “collective” creativity
• Refine and shape the culture – (listen, appreciation and optimism)
• Embrace the challenge – Lead creativity and innovation
• Acknowledge the essentials that should not change
• Think BIG! Look to the “road” ahead
• Energetic and Passionate – the fuel for change
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TIME FOR CHANGE
Leadership Transformation – From Good to Excellence
Inform
Listen
Acknowledge
Involve
Innovate
Po
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Achieving Quality Outcomes
Build a Thriving Organization
Create an Environment for Elevated Performance
Focus on What Works
Engaging Leadership Strategies
for Positive
Winning Performance
Lisa Thomson
Chief Marketing and Strategy Officer
Pathway Health
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Resources: Ten Ways to Create an Employee-centered Workplace, HR.com Five Strategies of Appreciative Leadership, Corporation for positive change. www.positivechange.org What is Servant Leadership, Concordiaonline.ne