Strategic Leadership in
Chronic Disease
NACDD Strategic Leadership Slide 1
NACDD Strategic Leadership
• Be prompt
• Cell phones off or silent
• One conversation at a time
• Everyone is encouraged to participate, and
we all have the “right to pass”
• Take what you learn back to the job
Slide 2
During the Workshop
NACDD Strategic Leadership
Participant Workbook, page 3
1. Form groups.
2. Select a Scribe and Reporter.
3. Complete “My Leadership Resume”
4. Write a “Team Leadership Resume” on
the flipchart:• 2 Leadership skills and experiences
5. We will post and share all team resumes.Slide 3
The Leadership Resume
NACDD Strategic Leadership
• Welcome & Introductions
• Leadership at the Professional Level: 10 Principles of Strategic Leadership
Break
• Leadership at the Professional Level: Case Study
Adjourn – Day 1
• Leadership at the Organizational Level: Systems Thinking & Systems
Approaches
Break
• Leadership at the Organizational Level: Case Study
• Putting Strategic Leadership into Action: Resources and Work Plan
• Closure and Evaluation
Slide 4
Today’s Agenda
• Explore concepts through presentation and small
group exercises.
• Apply concepts to authentic case study of a state
level leadership challenge.
• Share solutions through large group presentations
and discussion.
NACDD Strategic Leadership Slide 5
Learning Events
NACDD Strategic Leadership
• Define “strategic leadership” by examining 10 principles & practices of
strategic leaders.
• Describe the function and influence of formal & informal leaders.
• Recognize organizations as complex, interrelated systems.
• Examine the intended and unintended outcomes of leadership
decisions and actions.
• Apply the principles and practices of systems thinking & systems
approaches to achieve goals.
• Apply leadership principles and systems approaches to resolve
chronic disease dilemmas at the professional, organizational and
program level.
Slide 6
Workshop Objectives
NACDD Strategic Leadership
Leadership at the Professional Level
Slide 7
What makes leadership
“strategic”?
NACDD Strategic Leadership Slide 8
NACDD Strategic Leadership
“...the ability to apply experience, wisdom, and
vision to create and execute plans and make
consequential decisions in interrelated,
complementary, and contradictory
environments.”
Col. Michael Guillot
Slide 9
Strategic Leadership is…
1. Guided by a sense of mission
2. Use public health theories and evidence
based practices
3. Take an inclusive and representative
approach
4. Innovate
5. Recognize and act on opportunities
NACDD Strategic Leadership Slide 10
10 Principles of Strategic Leadership
6. Uphold program integrity and be accountable
7. Use communication to advocate and influence
8. Leverage resources and impact through
partnership
9. Use systems approaches
10.Contribute to the continuous evolution of the
profession and the development of self and
others
NACDD Strategic Leadership Slide 11
10 Principles of Strategic Leadership
NACDD Strategic Leadership
Participant Workbook, page 7
1. Form small groups.
2. Discuss and develop responses to
the questions on the discussion
guide.
3. Record responses on the flip chart.
4. We will post and share.
Slide 12
10 Principles: Exercise Instructions
NACDD Strategic Leadership Slide 13
BREAK
NACDD Strategic Leadership
Case Study and Exercises Workbook
• Form small groups.
• Read the case study on pages 2-7
• Use the information provided in the case study, and your
understanding of the 10 Principles of Strategic Leadership, to
respond to the questions posed about Strategic Leadership
at the Professional Level (see page 8).
• We will debrief as a large group.
Slide 14
Case Study Exercise #1
Strategic Leadership at the Professional Level
NACDD Strategic Leadership Slide 15
LUNCH
Slide 15NACDD Strategic Leadership
NACDD Strategic Leadership Slide 16
Leadership at the Organizational Level
“Is an organized collection of parts that are highly
integrated…”
“…has various inputs which are processed to produce
certain outputs…”
“…employs ongoing feedback among the various parts to
ensure they remain aligned and informed…”
“…to accomplish the overall goal of the organization”.
Carter McNamara, Ph.D., Authenticity Consulting
NACDD Strategic Leadership Slide 17
A System…
Common Components of
Organizations• Management Structure
• Politics
• Culture, History and
Rituals
• Financial Resources
• Built Environment and
Workspace
• Human Resources
• Partnerships
• Clients
• Communication
• Decision making
NACDD Strategic Leadership Slide 18
What is Systems Thinking?
• Unique approach to problems
• Views situations and problems in linkage to
entire system
• Avoids silo thinking
• Focuses on overall structures, pattern, and cycles
Slide 19NACDD Strategic Leadership
NACDD Strategic Leadership
Inter-relationships rather than linear causes
and effects.
Knowledge of the whole, not just the parts.
Processes of change rather than snapshots in
time.
Compassion and empathy for others.
Slide 20
The Systems Approach to
Organizational Leadership
The integration of reason with intuition.
Awareness of one’s own defensiveness.
Acting as colleagues.
Reflection on unexpressed or hidden
assumptions.
NACDD Strategic Leadership Slide 21
The Systems Approach to
Organizational Leadership (cont.)
What’s Unique About Your Organization?
• Stakeholders
• National policy and priorities
• Funding
• Research
• TechnologyNACDD Strategic Leadership Slide 22
Sources and Uses of Feedback
NACDD Strategic Leadership Slide 23
Sources
• Process and outcome evaluations
• Staff
• Clients and stakeholders
• Funders
Uses
• Organizational growth
• Advocacy for mission
• Planning and allocation of resources
• Identify emerging issues and needs
Participant Workbook, pages 9-10
1. Consider an organization and one of its challenge or
opportunity that it encountered.
2. Select 2 or 3 common organizational components that
were key to the opportunity or challenge.
3. Illustrate the relationships between the components
through a diagram or brief notes (see page 9)
4. Share with a partner (see page 10)
NACDD Strategic Leadership Slide 24
Exercise: Organizations as Systems
Participant Workbook, page 10
4. Share the organizational challenge or opportunity with
your partner by describing:
• the key components of the organization that were
involved in the scenario.
• the decisions or choices made by the leader
• the sources and substance of any feedback
• the intended and unintended effects of those choices
NACDD Strategic Leadership Slide 25
Exercise: Organizations as Systems
Sharing with Your Partner
NACDD Strategic Leadership Slide 26
BREAK
NACDD Strategic Leadership
Case Study and Exercises Workbook, Page 9
• Join your case study small group.
• Use the information provided in the case study, your
understanding of the 10 Principles of Strategic
Leadership, and A Systems Approach to Organizational
Leadership to respond to the questions in the exercise.
• We will debrief as a large group.
Slide 27
Case Study Exercise #2
Strategic Leadership at the Organizational Level
NACDD Strategic Leadership Slide 28
Putting Strategic Leadership into Action: Work Plan
Slide 28NACDD Strategic Leadership
Leadership Resources
Participant Workbook, pages 11 and 12
• NACDD Chronic Disease Competencies
http://www.chronicdisease.org/?page=WorkforceDevelope
• List of competencies
• Self-assessment and team assessment
• Print Resources
• Web-based Resources
• Other?
• Team Support - what can you do?
NACDD Strategic Leadership Slide 29
Creating a Leadership Work Plan
Participant Workbook, Action Worksheets - pages 13-15
1. Complete the Action worksheets on pages 13 and 14 of
your participant workbook.
2. Use Worksheet 3 (page 15) to create your personal
Leadership Action Plan.
• Make sure your action plan is doable in the next 30 days,
considering your time and resources.
3. Choose a partner to meet with now and in 30 days
(phone, email or in person).
4. Discuss your action plan with your partner and schedule
a check in time.NACDD Strategic Leadership Slide 30
Revisiting the Workshop Objectives• Define “strategic leadership” by examining 10 principles & practices of
strategic leaders.
• Describe the function and influence of formal & informal leaders.
• Recognize organizations as complex, interrelated systems.
• Examine the intended and unintended outcomes of leadership
decisions and actions.
• Apply the principles and practices of systems thinking & systems
approaches to achieve goals.
• Apply leadership principles and systems approaches to resolve chronic
disease dilemmas at the professional, organizational, and program
level.
NACDD Strategic Leadership Slide 31
Workshop Evaluation
• Complete the evaluation.
• Turn in the evaluation and receive your
certificate of attendance.
• Thank you for your work today!
NACDD Strategic Leadership Slide 32