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Leadership Traits for Changing Times
Bernard J. Horak, Ph.D, FACHEGeorgetown University
Email: [email protected]: 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
• 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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