Leadership During a Pandemic

Steadying the Course for Your Team and

Organization

American Psychological Association

M a y 1 9 , 2 0 2 0

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Leadership During a Pandemic

Steadying the Course for Your Team and Organization

Sandra L. Shullman, PhD

APA President & Managing Partner, Columbus Office,

Executive Development Group

Helen L. Coons, PhD, ABPP

President Elect, Society for Health Psychology &

Assoc. Prof., Psychiatry, U. Colorado School of Med.

Francine Conway, PhD

President, National Council of Schools and Programs

of Prof. Psychology & Dean, Graduate School of

Applied and Prof. Psychology, Rutgers University

Greg Pennington, PhD

Managing Partner, Pennpoint Consulting Group

Eddy Ameen, PhD

Moderator & Associate Executive Director, Early

Career & Graduate Student Affairs, APA

Ourleadershipskills arecalled uponacrosscareerstages

Kiet Huynh, MA

Intern, UC Berkeley CAPS

Undergrad3%

Masters2%

Doctoral10%

Early27%

Mid33%

Late22%

Other3%

Sandra L. Shullman, PhD

Setting the Stage: Leading

APA in a COVID World

APA President

Managing Partner, Columbus Office

Executive Development Group

sshullman@apaboard.org

The Current

Challenge and

What Lies Ahead

- The context has completely changed- VUCA² (volatility, uncertainty, complexity and ambiguity)—(Bennis &

Nanus, 1985) and US Army War College (1990’s)

- APA’s strategic values, priorities and goals have not changed- Positive impact on critical social issues- Elevate public understanding of psychology- Prepare discipline and profession for the future- Strengthen APA as voice for psychology

- Use the strategy to address the new context of increasing uncertainty

- Go to VUCA 2.0 (vision, understanding, courage and adaptability—George, 2017)

You get the job you get…

- Review Purpose

- Reframe Purpose and Role

- Retool Approach

- Remember the Basics- Open mind

- Open heart

- Open ears

- Opportunities

So what do I do now?

- Curiosity: What are possibilities and opportunities here?

- Flexibility: How else can I go about this role?

- Risk Tolerance: Dealing with the what if’s…courage

- Essence Detection: What’s most important to focus on?

(White & Shullman, 2010)

Leadership under uncertainty:Some personal considerations

- No face-to-face meetings

- No travel

- No in-person public presentations

- No in-person media interviews

- No in-person convention

- No face-to-face international connections

What has changed for the presidential role?

- Zoom to Zoom plus others, enhancing some mobility

- Clearer focus on outcomes, not how you travel there

- More regular connection…

- Reach more people virtually

- Reach more media virtually

- Focusing the convention differently—reach the public

- Expanded international relationships

What has changed for the presidential role?

- You get the job you get

- Self-management/reflection first

- Stay clear on purpose

- Get clear on values, priorities and goals

- Reframe purpose and role to adapt—the APA’s transformation and role of president

- Remember that leader success depends on the success of others—can’t do it without others

- Consult, connect, collaborate

- Communicate consistently, clearly and openly to reduce uncertainty

Leadership principles & lessons learned

Helen L. Coons, PhD, ABPP

Steadying the Course for Your

Team & Health Care

Organization

President Elect

Society for Health Psychology (APA Div. 38)

Associate Professor, Psychiatry

University of Colorado School of Medicine

Helen.Coons@cuanschutz.edu

Leadership During a Pandemic in Health Care Settings & Systems

Health Care Organizations

• Academic Health Centers

• Private/Public Health Systems

• VA & DOD Military Hospital

• Federally Qualified Health Centers

• Group practices integrated or co-located in health setting

Impact of Covid-19 in Health Care

• Risk of exposure for healthcare essential workers

• Highly stressful & complex patient care issues

• Flexibility, agility with changes in care & safety protocols

• EOL, codes, death

• Physical, emotional & cognitive exhaustion

• Grief

• Disruption to health professional education

• Research experiments, trials & teams on hold

• Staggering financial challenges

• Short & long-term impact

- Clinical Director, WBHW Services, Psychiatry, CUSOM

- New inter-professional team (8/9 < year; 5 since Feb)

- Policies and procedures

- New collaborations

- Team support sessions for HCP, faculty, staff & leadership to support health & well-being

- Support new program and team

Role Changes During Pandemic

Strategies to Steady Your Team

Intentional >

• Reduce isolation

• Promote communication, engagement, collaboration, leadership & support

The Three C’s

Prompt contact

Promote connection

Deepen community

Contact Connection Community

• Weekly team meetings

• Emails

• Phone calls

• Zoom sessions

• Team Collaborations

• Team Emails

• Virtual Walks

• Recognition

• Express Appreciation

• Team CE Conference

• Chat Function

• Team as Resource

• Virtual Social Hours

• Netflix Virtual Disc.

The 3 C’s: Strategies to Steady your Team

Flexibility Leadership Goals

• Telehealth

• Pivot to New Roles

• Value Engagement

• Diversity & Inclusion

• Gender & Care-Giving

• Lean In

• Innovations

• Collaborate

• Sustainability

• Professional Development

• Team Collaborations

• Team Support for Goals

• Check In

More Strategies to Steady Your Team

Lean In Innovation Sustain

• Stand Up System Services

• Health Care Providers

• Leadership

• Researchers

• Staff

• Children, Adults, Families & Public

• Think Out of the Box

• Leverage Science

• Leverage Communication, Program & Health Systems Evaluation Skills

• Short & Long Term

• Program ROI–Mission

• Role & Budget Flex.

• Diversify Funding

• Collaborate with Leadership

• Document Outcomes

• Demonstrate Value

Psychology Leadership in Health Care

Generosity Gratitude Grace

• Collaborations

• Role Flexibility

• Time

• Individuals

• Team

• Staff & Colleagues

• Leadership

• Good Will

• Challenging Time

• Uncertainty

• Stress & Grief

• Not perfect

• Benefit of Doubt

3 Leadership G’s in Health Care

TEAM

Together

Everyone

Accomplishes

More

Intentional, Collaborative Team & Health System Leader

Francine Conway, PhD

Steadying the Course for

Education and Training

Dean, Graduate School of Applied and

Professional Psychology, Rutgers – New

Brunswick

President, National Council of Schools

and Programs of Professional Psychology

francine.conway@gsapp.rutgers.edu

It takes a village…

Decisions

- Minimize exposure to COVID-19 and ensure the safety of students, staff and faculty

- Minimize disruption in students’ progress to degree completion, ensure continuity of faculty and student research, instruction and clinical training?

- Advocate for the needs of the underserved and those who are disproportionately disadvantages by the lack of access to technology, internet, privacy in their living situations and food insecurity?

A Diversity of Responses

Pandemic Response: Graduate Education and Training

Stage 1: Triage

•Continuity of Education & Training

Stage 2: Enduring

•Maintaining Quality and Community

Stage 3: Recovery

•Post-Pandemic Transitions

Phase 1: TriageContinuity of Education & Training

- Developing policies and procedures that prioritize the safety of students, faculty, staff and clients- Guidance statements, taskforce, listserv

- Suspend in-person clinical training at practicum site- Increased awareness about the collaboration between academic institutions

and training sites

- Conversion of education and training mode of delivery from in-person to remote- Remote online instruction, telepsychology, tele-supervision

- Social Responsiveness- Advocacy for the differential impact of COVID on students, faculty and staff

Quality

- Documenting Adjustments

- Creativity and flexibility in assignments

- Competency exams using technology

- Supervision using technology

Phase 2: Enduring-Maintaining Quality and Community

37

Community

Stage 3: RecoveryPost-Pandemic Transitions

Stage 3: RecoveryConsiderations for Post-Pandemic Transitions

Values External Internal Considerations

Safety State Modifications in program plan, delays in progression to

degree completion,

Compassion CDC Guidelines Space modifications

Serving the

underserved

community

Accrediting Bodies Technology Capacity:

*Admissions process

*Instruction, Training, & Instruction Pedagogical Expertise;

*Service Delivery- Telepsychology Training

Family Licensing Boards Student & Occupational Health: PPE, self-screening survey

& attestation, & Testing Capacity, wellness & wellbeing

Academic Institution

Policy

Research Continuity

Clinical Sites Continuity of Clinical Training & Services

Financial Enrollment, Student funding

Continuing Training Community

Reconsidering Education and Training

- Do we need to re-think when psychologists are granted their degrees (pre vs. post internship) given the parallels between psychology interns and medical residents?

- Is there a role for Master’s level trainees?

- How do we advocate for psychologists who are on the front lines?

- Self-care and wellness post COVID

- How do we include online instruction and clinical training into the current accreditation model?

- What is the role of distance technology in selecting students for doctoral programs, internships and post doctoral training?

- What is the role of distance technology in delivering psychological services, instruction and supervision?

- Use of simulations in training

Education and Training- Technology the New Frontier

Reflections on Leadership

Values

Compassion

Community

Service

Family

Self Reflection

Meditation

Consultation

Professional Community

Peer and other support

Humility

“I Remember where I came from”

Visionary

“While recognizing and acknowledging the

realities of the present, I always look towards the

future”

Greg Pennington, PhD

Steadying the Course for

Applied Psychology

Managing Partner

Pennpoint Consulting Group

drgpennington@gmail.com

pennpointconsultinggroup.com

How has the pandemic impacted applied psychology now and how might these changes endure?

- Affirmed the need

- Uncovered the weaknesses

- Enabled application and raised value of applied

- Challenged Value proposition and our values

How has your role as a leader, and those of people in similar settings, changed since COVID?

• Collaborate• Courage

• Communicate

• Compassion

• Accelerate • Adaptation

• Innovation

• Transformation

• Lead

What leadership principles and tips would you pass on to both emerging and established leaders trying to lead in similar settings?

- Issues and opportunities driven

- 360 Vision

- Change management/Resistance

- V3 Agility/Decision Analytics

- Authenticity-Life experiences

- Inclusion and Immersion

- Continuous learning-fast failures

Questions &

Answers