leading with integrity for wims creighton university
TRANSCRIPT
Brio Leadership
Leadership with Integrity
Creighton University School of Medicine
Women in Medicine and Science
October 14, 2010
Presented by Kristin Robertson
Brio Leadership
www.brioleadership.com
817-577-7030
copyright © 2008 Kristin Robertson 2
Overview
The 20th Century workplace 2010 is new territory Loyalty and engagement of
workers Six leadership styles and when to
use them 21st century leaders need new
tools – Leadership with Integrity
copyright © 2008 Kristin Robertson 3
Raffle for A Forgiveness Journal
• Place a business card (or a piece of paper with name, phone and email address) into hat for free drawing
• Book signing right after this presentation!
copyright © 2008 Kristin Robertson 4
The Workplace 25 Years Ago
The organization man Less diversity, fewer women in the
workplace Layoffs considered managerial shame Loyalty to the organization and from the
organization Lifelong employment Only two generations in the workplace
Traditionalists and Boomers
copyright © 2008 Kristin Robertson 5
Fast forward to 2010
High unemployment; slow re-hiring Across-the-board pay cuts Pensions eliminated; defined
contribution plans instead Corporate contributions to 401k
plans cut Employment at will Downsizing, rightsizing, re-
engineering
copyright © 2008 Kristin Robertson 6
The Workforce in 2010
4 generations in the workforce Traditionalists, Boomers, Gen X
and Millennials More women in workforce More immigrants in workforce More knowledge workers Globalization
copyright © 2008 Kristin Robertson 7
Four GenerationsTraditionalists
Born up to 1945
Baby BoomersBorn 1946 to 1964
Gen X
Born 1965 to 1980
Millennials
Born 1981 to 2000
Defining Values
Respect for Authority
Character
Conformers
Discipline
Optimism
Involvement
Workaholics, but reformed now
Skepticism
Fun
Informality
Entrepreneurial
Realism
Confidence
Extreme Fun
Social
Character
Family Nuclear Disintegrating Latch-key kids Merged families
Communi-cation Media
Rotary phones
One on one
Typewriter
Touch-tone phones
Call me anytime
Cell phones
Call me only at work
Internet
Text
Cell phones
Money Save
Pay cash
Buy now, pay later
Save, save, save
Cautious, conservative
Earn to spend
*Adapted from Greg Hammill
http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
copyright © 2008 Kristin Robertson 8
Loyalty Today
copyright © 2004 Kristin Robertson 8
55% of employers have a strong sense of loyalty to their workers
41% of employees think their employers feel loyalty toward them*
* The 6th Annual Metlife Study of Employee Benefits Trends, http://whymetlife.com/trends/downloads/MetLife_EBTS08.pdf
copyright © 2008 Kristin Robertson 9
Physician’s Engagement with their Hospital
* Gallup Organization, survey of physicians, 2003
40%
34%
17%
9%
Actively Disengaged
Not Engaged
Engaged
Fully Engaged
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Engaged Personnel
Employee Productivity
-4
-2
0
2
4
6
8
10
12
Employee Productivity
-4
-2
0
2
4
6
8
10
12
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Signs of Employee Disengagement
Presenteeism Lower enthusiasm Just putting in the hours
Higher absenteeism No volunteerism Higher turnover Lower performance Grumbling
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Antidote = Leadership with Integrity
Level 5 leadership – Jim Collins Seventh level of leadership (Alchemist) –
Rooke & Torbert Leaders with Character – Turknett and
Turknett Leadership Agility (Synergist) – Joiner
and Josephs Spiritual Intelligence highest ratings –
Wigglesworth SQi assessment Ignatian values
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Why EQ/SQ Matters For Business and Leadership – Research Study
Higher EQ is correlated with success in every job ever tested (see work of Daniel Goleman and Richard Boyatzis in particular)
Higher SQ is correlated with higher stages of ego development (this research study)
Higher/later stages of ego development are correlated with ability to successfully lead a business through periods of change and transformation See Harvard Business Review article: “Seven Transformations of
Leadership” by Rooke and Torbert Articles and publications by Harthill UK
Change and transformation are accelerating Higher/later stages are better able to handle ambiguity,
complexity, uncertainty
2000-2008 Conscious Pursuits, Inc. All Rights ReservedMaturity Assessment Profile
copyright © 2008 Kristin Robertson 16
21st Century Leaders Need New Tools
In the information economy, we must treat everyone as if they are a volunteer Thank you, Peter Drucker
Command and control no longer works
So what do we do instead?
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Six Styles of Leadership* Leader’s
actionsIn a Nutshell
EQ Competencies Needed
When it is Best to Use it
Impact on Working Atmosphere
Commanding Demands immediate compliance
“Do what I tell you.”
Achievement, initiative, self-control
Visionary Mobilizes people to work toward a vision
“Come with me.”
Self-confidence, empathy, change catalyst
Affiliative Creates harmony and emotional bonds
“People are our most important asset.”
Empathy, building relationships, communication
Democratic Builds consensus through participation
“What is your opinion?”
Collaboration, team leadership, communication
Pacesetting Creates high performance standards
“Do what I am doing, right now.”
Conscientious-ness, drive to achieve, initiative
Coaching Develops team members
“Consider this.”
Developing others, empathy, self-awareness
*Goleman, Daniel, “Leadership that Gets Results”, HBR March-April 2000
copyright © 2008 Kristin Robertson 18
Six Styles of Leadership Leader’s
actionsIn a Nutshell
EQ Competencies Needed
When it is Best to Use it
Impact on Working Atmosphere
Commanding Demands immediate compliance
“Do what I tell you.”
Achievement, initiative, self-control
In a crisis or turnaround, with problem employees
Negative
Visionary Mobilizes people to work toward a vision
“Come with me.”
Self-confidence, empathy, change catalyst
When new vision is required
Highly positive
Affiliative Creates harmony and emotional bonds
“People are our most important asset.”
Empathy, building relationships, communication
To heal teams, to motivate teams under stress
Positive
Democratic Builds consensus through participation
“What is your opinion?”
Collaboration, team leadership, communication
To create buy-in or consensus, to get input from trusted workers
Positive
Pacesetting Creates high performance standards
“Do what I am doing, right now.”
Conscientious-ness, drive to achieve, initiative
To achieve immediate results from a high performance team
Negative
Coaching Develops team members
“Consider this.”
Developing others, empathy, self-awareness
1-on-1, to help an employee improve performance
Positive
*Goleman, Daniel, “Leadership that Gets Results”, HBR March-April 2000
copyright © 2008 Kristin Robertson 19
Leadership with Integrity
Think of a leader you’ve known who showed integrity.
What were some characteristics that person demonstrated?
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Leadership with Integrity Understands and lives values, purpose and
mission Respect for individual and whole Compassion Mentoring Leading Change Forgiveness Courage Emotional mastery Service orientation
copyright © 2008 Kristin Robertson 22
Values, Mission and Purpose
Personal Organizational
Aspirational Operational Gap analysis
Living them
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How values affect us
Basis for decision making Thoughts, values, words, actions,
habits, character Builds our character Actions speak louder than words Deathbed thinking – no regrets Build the future you desire!
copyright © 2008 Kristin Robertson 25
Organizations
How they treat employees, patients, other shareholders
Creighton University values: Magis (more, better, best choice) Cura personalis Women and men who care for others Social justice Reflection and forming caring individuals
copyright © 2008 Kristin Robertson 26
“We have in fact, two kinds of morality, side by side: one that we preach, but do not practice, and another that we practice, but seldom preach.”
- Bertrand Russell
• Aspirational values• Actual values
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Personal Values
How we spend our time How we spend our money How we treat others
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To find your core values:
Think of the big money decisions you’ve recently made: House, car, education, clothes,
charitable giving Think about your calendar:
Where do you spend time: Social, education, church, work,
family, etc?
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My Core ValuesValue: What it means to me: Actions that show
it:
Compassion Showing love and respecting the best interests of others. Forgiveness.
I would rather sacrifice my personal gain than hurt others.
Integrity Doing what I say I will do, being scrupulously honest, because everything matters.
Refunding an overpayment from a client.
Balance (PEMS)
I respect the many parts of me and create a lifestyle that reflects that.
I have monthly massages, daily quiet time, work that fulfills me.
Excellence My work is the best I can do. My creativity comes through.
I love what I do and I do it with my whole heart.
Making a difference
I wish to leave a legacy, and to do work that is impactful.
I helped to start a church. My children. My books.
copyright © 2008 Kristin Robertson 30
Respect for individual and whole
For the Individual: Strengths Personality Putting people in positions in which
they can succeed Motivation
For the whole: Decisions for the long-term viability
of the organization
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Compassion
Wanting to alleviate suffering of others
Making decisions with empathy and compassion
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Mentoring
Teaches others Coaches others Provides career opportunities for
employees Expects people to do what they
never thought they could do
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Leading Change
Communicate the why Articulate the vision Tune into radio station WII-FM Anticipate objections Be out on the floor
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Forgiveness
Individual benefits Healthy, happy
Team benefits Learning environment, higher
performance, better climate The boss
How leaders forgive
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Ladder of Inference
The event - data
Mental models
Interpretation
Draw conclusions
Take action
Adapted from Chris Argyris
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Other Forgiveness ideas
The Two-Week Challenge Empathy questions
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Courage
To act according to your values.
Speaking the truth
Whistle-blowers Ask “What’s the
worst that can happen?”
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Math for Emotional Mastery
Emotional awareness + pause + considered action =
emotional mastery
copyright © 2008 Kristin Robertson 44
Leaders set the Mood
Emotions are contagious All eyes are on you!
copyright © 2008 Kristin Robertson 45
Service Orientation
Are you laying stones or building a cathedral?
Bigger purpose Conscientious obligation to serve Making a difference in the world Leading for the long term