Leadership Traits for Changing Times

Bernard J. Horak, Ph.D, FACHEGeorgetown University

Email: bjh28@georgetown.eduPh: 202-489-7256

Maryland Healthcare Human Resources Association Spring Conference

April 16, 2012

Agenda/Objectives

1. Leadership traits & skills

2. Best practices in change management

3. Communication skills

Leadership

Leadership Challenges

1. Constant change2. Cost reduction3. Patient experience4. Patient safety & culture5. Staff shortages & satisfaction

Workplace Issues

• High workload & stress• Poor systems/processes• Lack of teamwork • Lack of accountability• Lack of communication

Needed Leadership Traits & Skills

1. Servant leadership

2. Stress/time management

3. Team building

4. Change management

5. Communication

Needed Leadership Traits & Skills

6. Focus & flexibility

7. Principled decision-making

8. Performance improvement

9. Learning

10. Emotional intelligence

A Servant Leader …

• Is visible• Sets goals with staff• Provides capability• Removes obstacles• Asks questions• Shows appreciation• Follows up

Stress/Time Management:“Spinning the Plates”

Stress Management

1. Breathing2. Meditation3. Visualization 4. Muscle Relaxation5. Office Yoga6. Time Out7. “Sharpen the saw”

Time Management

Key Habits:

1. Be proactive

2. Put first things first

3. Begin with end in mind

• Mission

• Vision

• Goals

• Values, principles

Begin with the End in Mind

Time Management

Tools & Approaches:

A – B – C method

80-20 rule

To do list & focus

Set milestones

Swiss cheese approach

Watch time wasters

1.1. GoalsGoals2.2. RolesRoles3.3. RelationshipsRelationships4.4. Group process/dynamicsGroup process/dynamics5.5. Procedures/groundrulesProcedures/groundrules

Team BuildingTeam Building

Team Building:Goal Setting (SMART)

• Specific• Measureable• Achievable• Results-based• Time-bound

Task

P: Primary ResponsibilityS: SupportC: CoordinationI: InformationD: Decision

Responsibility

Team Building:Roles/Responsibility Chart

Confrontation meetingsConfrontation meetings Feedback (e.g. Feedback (e.g. ““pet peevespet peeves””)) Perception exchangePerception exchange Ideal team exerciseIdeal team exercise Effective/ineffective Effective/ineffective communication & behaviorscommunication & behaviors

Team Building:Team Building: RelationshipsRelationships

Hand-off analysisHand-off analysis Experiential exercisesExperiential exercises Survey/interview feedbackSurvey/interview feedback Facilitation of meetingsFacilitation of meetings Process observerProcess observer Group self-analysisGroup self-analysis

Team Building: Team Building: Group Process/DynamicsGroup Process/Dynamics

1.1. What was effective? What was effective?

2.2. What should be done What should be done differently next time?differently next time?

3.3. What did we learn? What did we learn?

Group Process:Group Process:Key QuestionsKey Questions

Address conflict in timely mannerAddress conflict in timely manner Have equal footingHave equal footing Use Use ““II”” statements statements Speak in calm, respectful termsSpeak in calm, respectful terms Leave perceptions & past at the doorLeave perceptions & past at the door Use 3Use 3rdrd party if necessary party if necessary Believe healthy conflict is part of Believe healthy conflict is part of effective teamseffective teams

Team Building:Team Building:Conflict Management Conflict Management

GroundrulesGroundrules

1. Decisions by consensus1. Decisions by consensus2. Begin & end on time, attendance required2. Begin & end on time, attendance required3. Each values the Team as priority3. Each values the Team as priority4. One speaker at a time4. One speaker at a time6. Atmosphere of candor & openness6. Atmosphere of candor & openness7. Confidentiality7. Confidentiality8. Full participation8. Full participation9. No electronic devices9. No electronic devices

Teambuilding:Teambuilding:Meeting GroundrulesMeeting Groundrules

TEAM

Together

Everyone

Achieves

More

Change Management

Our only security is our ability to change.

— John Lilly

The world hates change, yet it is the only thing that has brought progress.

— Charles Kettering

The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next decades.

— John Kotter

26

Change Exercises

Thumbs Over

Folded Arms

Appearance Change

1. Pair-up

2. Look at person—head to toe

3. Go back-to-back

4. Change 3 things

27

AA BBMovingMoving

UnfreezingUnfreezing

MovingMoving

RefreezingRefreezing

AA

BB

Lewin’s Change Model

28

Create the “burning platform”

Provide a clear vision & focus

Show the benefits of the change

Assess the culture & group dynamics

Link message to values & beliefs

Allow concerns to be expressed, taking the

time to truly listen

Unfreezing

29

Moving to Action(Changing Behavior)

Plan as a group

“Change is exciting when it is done by us, threatening when it is done to us.” Moss-Kanter

“People support what they help create” Set milestones & responsibilities Use advocates/champions “Walk-the-talk” Deal with resistance

30

Dealing with Resistance

1. Coercion

2. Manipulation

3. Negotiation

4. Education

5. Facilitation/Support

6. Involvement

31

Refreezing

Reward (monetary & non-monetary)

Reinforce by role modeling

Celebrate success

Publish new procedures, “bury the old”

Set accountabilities & monitor

Continuously improve

Communication

Communication Keys

1. Keeping the staff informed

2. Listening & responding to concerns

3. Being aware of the entire communication process

“I forget – are you not speaking to me or just not listening to me?”

A Communications Model

FILTERS

Environment

Medium

FILTERS

Sender Receiver

Environmental Barriers

• Noise

• Interruptions

• Competing demands

• Group size

• Organizational complexity

Medium

• Correspondence

• Phone

• E-mail

• Face-to-face

Filter: Frame of Reference

Assumptions: Values Attitudes BeliefsFeelingsPerceptions

Exercise

I X

S I X

Filter: Defensive Communication

Defensive

Evaluative

Controlling

Making statements

Acting parent-child

Open

Descriptive

Supporting

Asking questions

Acting adult-adult

Open Communication

• Suspend judgment

• Recognize feelings

• Ask, listen & paraphrase

• Deliver “I” messages

“I” Message

I feel/felt ________ (emotion)

when you do/did _________ (behavior)

because/as a result __________ (consequence).

Example: “I felt angry and embarrassed when you

forgot to bring copies of the handouts. As a result, the

participants had a difficult time in following my

presentation.”

Total Communication

Words: __________ %

Voice: __________ %

Non-verbal: _________ %

(body language)

Quickly Define …

Burn ______________________ Tall Man ______________________ Large City ______________________ Stew ______________________ Home ______________________ Love ______________________

“Unplain Language”

DISSEMINATE

OPTIMUM

ASCERTAIN

STRATEGIZE

NOT

WITHSTANDING

“Unplain” Example

7510-00-551-9818

TAPE PRESSURE

SENSITIVE ADHENSIVE

CELLOPHANE TRANSPARENT

LT 900 TYPE 1 CLASS A

1 ROLL 3.4 IN. X 36 YD.

Non-Verbal Communication

A

E

F

G

G

H

P

S

S

Non-Verbal Communication

S

S

T

T

Non-Verbal Communication

Constructive Feedback

• Be specific & descriptive

• Provide support & suggestions

• Check feedback with the person

• Focus only on those things that can be changed

• Use “I” messages

Communication Summary

Eye Contact

Body Language Consistency of

Message

Paraphrasing

Watch Filters &

Barriers

Simple & Focused

Enough Time

Right Medium

TeamworkTeamwork

RainbowRainbowOR

Jelly beansJelly beans

Effectiveness Model

Communication

Teamwork

Leadership Effectiveness

Questions??Questions??

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