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© 2017 Judith L. Glick‐Smith, Ph.D. 1
Flow-Based LeadershipWhat the Best Firefighters Can Teach You About Leadership and Making Hard Decisions
Judith L. Glick-Smith, Ph.D.MentorFactor, Inc.
Introduction
Background
Flow defined
High reliability organizations
Flow-based leadership model
Implementing a flow-based organization
About Dr. Judy
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How I Arrived in the Fire Service
What is Flow? Clear goals Opportunities for decisive
action Merging of awareness and
action Concentration on the task
at hand Sense of control and
confidence Loss of sense of self Temporal distortion Autotelic experience
How Flow Works
Flow‐based LeadershipSTC Leadership Conference
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How Group Flow Works
VUCA = Emergent Fluid leadership = Dynamic
subordination Consciousness = Ability to
“flip the switch” Shutting off the self to
merge with the team Every action, no matter
how tiny, has an impact on the dynamics of the system
The collective is enfolded within the individual and the individual within the collective
Flow and Decision Making
High cognitive ability
Low inhibition
High emotional intelligence
High Reliability Organizations Training and preparation Performing at maximum capacity in
emergent situations and environments
Anticipating “unexpected” problems
Preoccupation with failure
Reluctance to simplify
Sensitivity to operations
Containing “unexpected” problems
Commitment to resilience
Deference to expertise
Remaining mindful
Flow‐based LeadershipSTC Leadership Conference
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© 2017 Judith L. Glick‐Smith, Ph.D. 4
Operationalizing an HRO Culture
Leadership begins with individual choice
Individual mindfulness champions mindful behavior
Culture is knowing and sense-making
Culture change is often born out of tragedy
Georgia Smoke Diver
What is Flow-based Leadership?
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Lead by Example
Leaders of Equals
Communicate Vision
Mission Creed Core Values
Processes and procedures Real-time communication
Instructions Internal notifications Changes in plans Praise or correction External communication
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The Georgia Smoke Diver Mission
To prevent death and injury by training firefighters to be
adaptable and to develop critical decision making skills in high
stress environments.
The Georgia Smoke Diver Creed
Nuts and Bolts (Core Values) Competence Honor Integrity Excellence Mental Toughness Passion Commitment
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Commitment to a Stable Infrastructure
Bind the Group with Ritual, Storytelling, Knowledge Sharing, and Collaboration
Honor Individual Creativity
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Use Positive Motivation Techniques
The Mo Squad
Building Cathedrals: Facilitate Team Flow
How this Relates to Leadership in STC
Meeting downstream communication challenges
Meeting challenges from rapidly emerging scenarios
Facilitating proactive approach to changing environment
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MeetingDownstream Communication Challenges
Communicate clear goals
Monitor execution
Expect accountability at all levels
Ensure organizational alignment
Be ready to shift focus and communicate that shift, while remaining true to the plan, as the world changes
Meeting Challenges from Rapid Growth and Emergent Situations
Be aware of the formation of communication silos
Nurture open communication to avoid the evolution of a “political culture”
Allow input from your people to keep your processes efficient
Keep your technology current
BeingProactive Have a strategic plan in
place (for yourself and your organization)
Plan for unexpected technology malfunctions and resource issues
Make sure your people have the training they need to be effective
Document and communicate your processes and procedures
Cultivate self-awareness and the ability to remain calm in rapidly emerging situations
Grow the next generation of leaders, while honoring the knowledge and wisdom of those who came before
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Csikszentmihalyi’s Transformation into Flow Unselfconscious self-
assurance
Focusing attention on the world
The discovery of new solutions while focusing attention on obstacles to reaching goals
Strategies for Maximizing Flow States To minimize anxiety and
resulting stress, employ ARSENAL™
ARSENAL strategies enable the ability to concentrate on the task at hand
Feeling good and rested enhance the feeling of confidence
The right training and experience enable decisions to come easily.
Awareness is the first strategy
© Thompson, H.L. (2010). Used by permission.
Choose to be Happy
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Work Hard /Have Fun
Be Prepared / PracticeYour Craft
Hang on to Your “Swim Buddy”
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Rest When You Get Tired
Take Time to Meditate
Teach and Mentor Others
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Foster Community
Celebrate Success!
Georgia Smoke Divers Anticipation and
containment principles Conscious FLOW-based
leadership Consistent communication:
The key to awareness and mindfulness
Using history and ritual to bind the group
Facilitating individual and team success
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References
Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York, NY: HarperCollins.
Csikszentmihalyi, M. (2003). Good business: Leadership, flow, and the making of meaning.New York, NY: Penguin Group.
Georgia Smoke Diver Association. (2013, Jan 01). Georgia Smoke Diver. Forsyth, GA, USA. Retrieved March 19, 2015, from http://www.georgiasmokediver.com
Glick-Smith, J. L. (2016). Flow-based leadership: What the best firefighters can teach you about leadership and making hard decisions. Basking Ridge, NJ: Technics Publishing.
References
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power & greatness. Mahwah, NJ: Paulist Press.
Kahneman, D. (2011). Thinking, fast and slow. New York, NY: Farrar, Straus and Giroux.
Klein, G. (1999). Sources of power: How people make decisions. Cambridge, MA: MIT Press.
Peat, F. D. (2008). Gentle action: Bringing creative change to a turbulent world. Pari, Grosseto, Italy: Pari Publishing.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
References
Seligman, M. E. (2002). Authentic happiness: Using the new positive psychology to realize your potential for lasting fulfilment. New York, NY: Free Press.
Taylor, V. H., & Wolin, S. (2002). The new normal: How FDNY firefighters are rising to the challenge of life after September 11. New York, NY: Counselling Service Unit of the FDNY.
Thompson, H. L. (2010). The stress effect: Why smart leaders make dumb decisions--and what to do about it. San Francisco, CA: Jossey-Bass.
Watts, A. (2003). Become what you are. Boston, MA: Shambhala.
Weick, K. E. & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. San Francisco, CA: Jossey-Bass.
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Conclusion
Judith L. Glick-Smith, Ph.D.President/CEO
MentorFactor, Inc.770-633-5582
Preparing Leadership for the Unexpected Challenges in Today’s
Volatile Business Environment