finding the leader in you

Leveraging the Leader in You

Les Wallace, Ph.D.

May 2, 2015

Final Exam

Based upon today’s discussion,

what might you consider doing

differently?

© Signature Resources Inc. 2015 2

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?


Are leaders born or made?


Does Everybody Have

Leadership in Them?


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.


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.


Another View of

Leadership


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).


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


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.


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?”


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.


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.



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.


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?


“What to Ask the Person in the Mirror,” Kaplan ( HBR 1/07)

“Why Should Anyone be Led by You,?” Goffee & Jones (HBR 9/10)

Why I know you have Leadership

in You


①You’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.

②You 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.

③Most of you have had good role models. You’ve

watched others in leadership positions who you

admire. And witnessed others who were awful.

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."


Translating to the Workplace


Translating to the Workplace


What are some typical challenges you

find in the workplace?

No wrong answers here.

Foundations of Leadership:

Competencies in the Workplace

Interpersonal competence

Team collaboration

Influencing upward

Developing others

Navigating the future:

Personal and Professional

Self-awareness



in the Workplace

What are your strengths?


80% greater return on investment

by enhancing an existing leadership

strength than from working on

A leadership weakness.


in the Workplace

Fatal Flaws in leadership.

A fatal flaw is a severely limiting capability that if not corrected

tends to derail leadership potential.


Fatal Flaws of Leadership


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.


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



How many extroverts do we

have in the audience?

How many introverts do we

have in the audience?



How many ambiverts

do we have in the audience?



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.



Appreciative listening.

Conflict management and negotiation.

Facilitation skills.

Assertiveness.

Self disclosure.

Initiating relationships.

Giving feedback.

Self Awareness


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.


Team Collaboration

“Teamness” is an expected

interdependency that is supportive, focused

and appreciative.


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.


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)


Influencing UpwardToday’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!


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…?”


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?


Use an “Executive Summary”

orDecision Memorandum Approach


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.

Developing Others

How many teachers do we have in the room?


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.


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?


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.


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?


Navigating the Future


Every life, job, service, product, and organization

has a lifecycle of change.


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.



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.


Navigating the FutureHelp 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?


What Leadership do you think Other

Healthcare Providers

Look For?


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.


What Leadership do you Think

Employers Look For?(Including Educational Programs)


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.


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.


Les Wallace, Ph.D.President, Signature Resources Inc.

[email protected] 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


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finding the leader in you

Leadership & Management

leadership characteristic

leadership challenge

century leadership

leadership moment

servant leadership

coana leadership

professional life

professional touch