44
Unexpected Benefits of a Happy Workforce 10:15 – 11:15 a.m. Diane Bradley, PhD, RN, NEA-BC, FACHE Regional Chief Clinical Officer HealthTech Management Services
Unexpected Benefits of a
Happy Workforce 1015 ndash 1115 am
Diane Bradley PhD RN NEA-BC FACHE
Regional Chief Clinical Officer
HealthTech Management Services
Unexpected Benefits of a Happy Workforce
Diane Bradley PhD RN NEA-BC FACHE
Regional Chief Clinical Officer
Objectives bull Discuss three strategies to keep employees
engaged to assure greater success in organizations
bull Define empowerment and how this concept is envisioned
bull Identify two techniques that help in creating a culture of accountability
Predictions
bull Effective innovation to assure better value cost and satisfaction
bull Economic impact forcing change
bull Three and sometimes four different generations working together and values seem different
bull Technology has created a different world
bull Expectations are higher based on differing values
bull The past doesnrsquot seem to work for the present and definitely not for the FUTURE
bull Social media provides immediate connection to information about organizations and what an organization offers
bull Critical thinking seems to have disappeared
bull Increasingly complex health care environment
bull Daily challenges facing everyone especially middle managers
bull Competing and compelling priorities
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Unexpected Benefits of a Happy Workforce
Diane Bradley PhD RN NEA-BC FACHE
Regional Chief Clinical Officer
Objectives bull Discuss three strategies to keep employees
engaged to assure greater success in organizations
bull Define empowerment and how this concept is envisioned
bull Identify two techniques that help in creating a culture of accountability
Predictions
bull Effective innovation to assure better value cost and satisfaction
bull Economic impact forcing change
bull Three and sometimes four different generations working together and values seem different
bull Technology has created a different world
bull Expectations are higher based on differing values
bull The past doesnrsquot seem to work for the present and definitely not for the FUTURE
bull Social media provides immediate connection to information about organizations and what an organization offers
bull Critical thinking seems to have disappeared
bull Increasingly complex health care environment
bull Daily challenges facing everyone especially middle managers
bull Competing and compelling priorities
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Objectives bull Discuss three strategies to keep employees
engaged to assure greater success in organizations
bull Define empowerment and how this concept is envisioned
bull Identify two techniques that help in creating a culture of accountability
Predictions
bull Effective innovation to assure better value cost and satisfaction
bull Economic impact forcing change
bull Three and sometimes four different generations working together and values seem different
bull Technology has created a different world
bull Expectations are higher based on differing values
bull The past doesnrsquot seem to work for the present and definitely not for the FUTURE
bull Social media provides immediate connection to information about organizations and what an organization offers
bull Critical thinking seems to have disappeared
bull Increasingly complex health care environment
bull Daily challenges facing everyone especially middle managers
bull Competing and compelling priorities
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Predictions
bull Effective innovation to assure better value cost and satisfaction
bull Economic impact forcing change
bull Three and sometimes four different generations working together and values seem different
bull Technology has created a different world
bull Expectations are higher based on differing values
bull The past doesnrsquot seem to work for the present and definitely not for the FUTURE
bull Social media provides immediate connection to information about organizations and what an organization offers
bull Critical thinking seems to have disappeared
bull Increasingly complex health care environment
bull Daily challenges facing everyone especially middle managers
bull Competing and compelling priorities
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
bull Expectations are higher based on differing values
bull The past doesnrsquot seem to work for the present and definitely not for the FUTURE
bull Social media provides immediate connection to information about organizations and what an organization offers
bull Critical thinking seems to have disappeared
bull Increasingly complex health care environment
bull Daily challenges facing everyone especially middle managers
bull Competing and compelling priorities
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Can I have an artistic volunteer
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Instructions
Help draw the ldquoPerfect Employeerdquo by offering
suggestions to your artist on what this person
looks like The artist must draw the
characteristics because words cannot be written
on the drawing
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
ldquoPerfectrdquo Employee
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
ldquoChallengingrdquo Employee
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
What really motivates people to do a good job
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Results
According to a Gallup poll (2009) people are
motivated by
1 Recognition
2 Relationship with Supervisor
3 Knowing expectations
4 Having the resources needed to do job
5 Money
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
What to do in the New Age
bull Are annual performance reviews becoming history
bull Work-life balance becoming increasingly important
bull Succession planning critical due to the ever-changing environment
bull Versatility becomes an asset
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Four Generations
bull Traditional Generation 69 ndash 86 years old
bull Baby Boomers 51 ndash 68 years old
bull Gen X 30 ndash 50 years old
bull Gen Y 9 ndash 29 years old
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Health Care Distribution
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Characteristics
Traditionalists
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Boomers
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Gen Xers
ME
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Gen Y or Millenials
ME
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Any Chaos
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Leveraging each Generation
bull Frequent feedback mdash instant gratification
bull Suspend your judgment
bull Be real mdash honest mdash clear expectations
bull Focus on outcomes
bull Keep them engaged
bull Expand worklife balance
bull Determine your approachability metric
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Strategies for Engagement bull Flexibility bull Willing to move frequently to learn more and
experience different aspects of work bull Menu-driven merit incentives mdash salary money for
continued education workshops save for childrenrsquos education
bull Shared management of departments mdash rotate leadership
bull Department problem solving mdash huddles bull Interdisciplinary mdash use everyone bull Transparency bull Use texting Facebook home access Twitter
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Non-Stop Skill Development
ldquoTalent is the engine of the modern organization and engagement is the mystery ingredient that transforms an organizationrsquos outputrdquo
-Cheese Thomas amp Craig (2007)
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Non-Stop Skill Development
bull Ongoing learning to develop talent is fundamental to engagement
bull Engagement is the quality and drive that persuades people to align their own interests with that of the organization
bull Essential to ensuring the agility knowledge and expertise to respond to the rapidly changing health care sector
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Benefits
bull Direct link between developing talent and outcomes
bull Enhances professional socialization
bull Fosters the development of intellectual capacity and potential
bull Develops confidence and long term success
bull Positively impacts organizationrsquos profitability
bull Sharing of new ideas innovation
bull Promotes and sustains evidence-based leadership
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Overcoming the Culture of Entitlement
Dynamic
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Accountability
bull The answerable element bull Ownership for the consequences of onersquos decisions and actions bull Objective bull Clear expectations bull Holds oneself as well as colleagues accountable for
outcomes bull Consequences for actions or lack thereof ldquoIf only they would just do their jobrdquo
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Performance Excellence Source NIST
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Empowerment
DEFINITION
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Empower
bull To give power or authority to authorize especially by legal or official means
bull To enable or permit
Source Webster-Merriam Dictionary
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Empowerment
A management practice of sharing information
rewards and power with employees so that
they can take initiative and make decisions to
solve problems and improve service and
Performance
Source BusinessDictionarycom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Concept of Empowerment
bull Individual empowerment is an intrinsic quality bull Leaders can create an empowered environment where
others gain greater ownership and control over their work
bull In an empowered environment teams collaborate and are highly interdependent
bull The work environment avoids punitive practices and supports risk taking and learning
bull Leaders are skilled in leading change and accepting and fostering ownership and commitment for exemplary results
Source Creative Health Care Management
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Recipe for Empowerment
Letrsquos work together to develop a
recipe that will create an empowered
environment in your organization
For example
150 people who trust each other
Mutual as evidenced byhellip
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Innovation
ldquoInnovation replaces tradition The present mdash or
perhaps the future mdash replaces the past Nothing
matters so much as to what will come next and
what will come next can only arrive if what is
here now gets overturnedrdquo James Surowiecki
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Innovation Anxiety
Some common phrases which stifle innovation
and cause anxiety Wersquove always done it this way
Letrsquos not fix what isnrsquot broken
Irsquom just biding my time until I can get out [retire]
We tried that before and it didnrsquot work
Thatrsquos a stupid idea
Irsquove got too much to do to try and think of something new
Irsquom just keeping my head above water as it is
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
FACTS
bull Employees are staying put in their jobs but most are dissatisfied (69 are staying put)
bull More than half of women and men (57 of women and 59 of men) were dissatisfied
REASONS
bull Lack of opportunity
bull Poor treatment Source Accenture Consulting
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
The Roots of Successful Organizations
1 Trust
2 Respect
3 Leadership
4 Organizational Culture
5 Structure
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Practical Strategies
Strong
Leadership
Capitalize on Successes and
Celebrate
Embrace Change Sustain the
Change
Involve the right people
It isnrsquot easy take a risk
Hardest strategy of all
Rewards strengthen commitment
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Final Suggestions Yoursquove gotta know when to dream big
Know when to act on it
Know what to throw away
And know what to keep
You donrsquot walk from your core business
If yoursquove got a seat at the table
But make time enough for reinventing
While yoursquore still in the game Source Peterson L Collaborative Consulting Aug 21 2012
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
References
I Hay Transformational Leadership Characteristics and
Criticisms School of Geography Population and Environmental
Management Flinders University httpwwwleadingtodayorgweleadinlearningtransformationalleadershiphta(accessed August 26th 2010)
B M Bass ldquoFrom transactional to transformational leadership learning to share
the visionrdquo Organizational Dynamics Winter (1990) 19 ndash 31
D J Koehn Consulting Services Inc ldquoOrganizational Transformations mdash Enabling
And Sustaining Changerdquo httpwwwdecpathcomCALM20Overcoming20Inertia20to20Enable
20Changepdf (accessed August 26 2010)
J P Spillane ldquoDistributed Leadershiprdquo The Educational Forum 69 Winter (2005) 143 ndash 150
httpcourse1winonaedulgrayel756ArticlesSpillanehtm
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
References G Yukul Leadership in Organizations 3rd Ed (Englewood Cliffs NJ Prentice Hall 1994)
P Cheese R J Thomas S E Craig The Talent Powered Organization Strategies for Globalization Talent Management and High Performance (London and Philadelphia Kogan Page 2007)
K E Kram Mentoring at Work Developmental relationships in organizational life (Glenview IL Scott Foresman 1985)
Reference for Business Encyclopedia of Business 2nd edTraining and Development httpwwwreferenceforbusinesscomsmallSm-ZTraining-and-Developmenthtml (accessed August 26th 2010)
B C Miller Keeping Employees Accountable For Results Quick Tips For Busy Managers (New York AMACOM a division of American Management Association 2006)
L Peterson Collaborative Consulting Innovation AnxietymdashIs Your Remedy Action or Stillness August 21 2012
The Glowan Consulting Group Newsletter Employees May Be Staying PutmdashBut Most are Dissatisfied August 2012
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Questions
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
Thank You
Diane Bradley PhD RN NEA-BC FACHE
(585) 671-2212
dianebradleyht-llccom
