Becoming the Transformational Leader for the Future of Health Care. Elaine S. Marshall, PhD, RN, FAAN October 25, 2013
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1 Becoming the Transformational Leader for the Future of Health Care Elaine S. Marshall, PhD, RN, FAAN October 25, 2013
2 Transformational Leadership Our Objective tonight: To explore system, institutional, and personal perspectives related to the critical need for transformational leaders in health care and nursing education.
3 Transformational Leadership What is it? Why do we need it?
4 Leadership The art of mobilizing others to want to struggle for shared aspirations. Management The use of authority to obtain compliance from members of the organization. Donald E. Gibson, AACN, 2010.
5 Transformational Leadership Leaving a legacy for good by creating a vision, inspiring others, and using power and influence to effectively guide ordinary people to produce extraordinary results. Marshall stolen definition from several others.
6 Transformational Leadership The New Normal What is it? Things will never be the same. Think differently about how we lead.
7 = 4100
8 What is Transformational Leadership? Leader identifies change needs Leader creates a vision Leader works through inspiration Leader exhibits idealized influence
9 What is Transformational Leadership? Leader provides intellectual stimulation Leader maximizes human potential by individual consideration Leader is role model for trust Ordinary people produce extraordinary results
10 Transformational leaders leave legacies.
11 What is a legacy?
12 What is a legacy? Heritage Bequest Endowment Enduring gift given freely Change for good into the future
13 What is a legacy? Legacy : Personal Everything is personal Given freely - with no thought of recompense Left by apparently ordinary people Makes a difference in extraordinary ways Contributes to the whole of organization, society, universe
14 George Eliot: If we had a keen vision of all that is ordinary in human life, it would be like hearing the grass grow or the squirrel s heart beat, and we should die of that roar which is the other side of silence. Eliot G. Middlemarch: A Study of Provincial Life. Edinburgh: W. Blackwood & Sons, 1847.
15 Who leaves the legacy?
16 Who leaves the legacy? Lillian Wald
17 Who leaves the legacy?
18 Who leaves the legacy? Lavinia Dock
19 Who leaves the legacy?
20 Who leaves the legacy? Susan B. Anthony
21 Who leaves the legacy?
22 Who leaves the legacy? Margaret Shanks
23 Who leaves the legacy?
24 Who leaves the legacy? Em Olivia Bevis
25 Who leaves the legacy?
26 Who leaves the legacy? Margretta Styles
27 Who leaves the legacy? Dorothy Mereness
28 Ages of Culture/Civilization Wisdom Information/Knowledge Industrial Agricultural Hunter/Gatherer
29 The greatest obstacle to discovery is not ignorance it is the illusion of knowledge. Daniel J. Boorstin The important thing in science is not so much to obtain new facts as to discover new ways of thinking about them. William Bragg
30 Where is the knowledge we have lost in information? Where is the wisdom we have lost in knowledge? T. S. Eliot
31 Shifting Conditions in Health Care Longer life span and more chronic illness New diseases: infectious diseases, metabolic syndrome, etc. Increased care needs of youngest and oldest Increased global perspective Increased technology Greater disparities between rich and poor
32 2003 Institute of Medicine: Health Professions Education 5 Competencies for All Health Professions: 1. Patient-centered care 2. Interdisciplinary teams 3. Evidence-based practice 4. Quality Improvement 5. Informatics/Technology
33 2004 Institute of Medicine: Eliminating Health Disparities 1. Health Literacy: A Prescription to End Confusion 2. Patient Safety: Achieving a New Standard for Care 3. Environmental Health: Bridging the Chasm of Public Health and the Environment
34 2007 Institute of Medicine: Preventing Medication Errors Quality Chasm Series: Errors and Safety
35 2011 Institute of Medicine: Health Information Technology and Patient Safety
36 2011 Institute of Medicine: The Future of Nursing: Leading Change, Advancing Health
37 The Future of Nursing 1. Nurses should practice to the full extent of their education and training. 2. Nurses should achieve higher levels of education and training through an improved education system Nurses should be full partners... In redesigning health care Effective workforce planning and policy... Require better... Information infrastructure.
38 The Future of Nursing Leader or Leadership = 640 times
39 2012 Affordable Care Act 2013 Government Shut Down What next?
40 Unprecedented Use of Health Care in Polarized Political Ideology Sea change? What next?
41 Sea Change in Leadership Those who get the pulpit, attract the camera, set their hair on fire, stand the most impassible, or talk the longest: Grab the illusion of leadership when what the world needs most is transformative leadership with a foundation in wisdom.
42 Where are the leaders?
43 Where are the transformational leaders?
44 Need Leaders with 1. Curiosity 2. Daring 3. Imagination 4. Wisdom
45 The Need For Leaders Your work is to discover your work and then with all your heart to give yourself up to it. Gautama Buddha
46 The Need For Leaders Being excellent is hard. So when you have something hard to do, remember you are being excellent. Do you want to be remembered for being good or great? Cockerell, L. (2008). Creating magic: 10 common sense leadership strategies from a life at Disney.
47 Leaving a Legacy as a Leader It is all personal.
48 Becoming the Transformational Leader Who Leaves a Legacy QKS What do I want to QUIT doing? What do I want to KEEP doing? What do I want to START doing?
49 Sustaining Transformation QKS What do I want to QUIT doing?
50 Sustaining Transformation QKS What do I want to KEEP doing?
51 Sustaining Transformation QKS What do I want to START doing?
52 First step: Know Thyself to Know Others
53 Knowing Self and Others Tell a story: Fairy Tale
54 Characteristics of Leaders Who Leave Legacies Tell a story about your most admired leader. Describe Characteristics:
55 Top 7 Characteristics of Admired Leaders 1. Honest 2. Forward looking 3. Competent 4. Inspiring 5. Intelligent 6. Fair minded 7. Broad minded Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge. SF: Jossey-Bass.
56 Characteristics of Nursing Leaders Who Leave Legacies 1. Commitment to excellence 2. Passion about your work 3. Clear vision and strategic focus 4. Trustworthiness 5. Respectfulness 6. Accessibility 7. Empathy and caring 8. Commitment to coach and develop others Sherman, R. O. (2012). What followers want in their nurse leaders. American Nurse Today.
57 Characteristics of Leaders Who Leave Legacies 1. Reflection and Personal Mission 2. Goal Direction 3. Presence and Emotional Intelligence 4. Accountability and Authenticity 5. Vulnerability, Risk Taking, and Fearlessness 6. Inspired Creativity and Innovation 7. Building on Strengths 8. Moral Sensitivity and Reasoning
58 Characteristics of Leaders Who Leave Legacies 1. Reflection and Personal Mission Be willing to be alone Reflect on your practice of leadership Make a study of leaders and your leadership Develop a personal mission statement
59 Characteristics of Leaders Who Leave Legacies 2. Goal Direction What are your top 3 personal goals as a leader?
60 Characteristics of Leaders Who Leave Legacies 2. Goal Direction What are your top 3 goals for your organization?
61 Characteristics of Leaders Who Leave Legacies 2. Goal Direction What are your goals for the future of your leadership career?
62 Characteristics of Leaders Who Leave Legacies 3. Presence and Emotional Intelligence All fear (and hope) arises from looking backward to forward. The present moment is the only place of clear seeing unclouded by hope or fear. Margaret Wheatley
63 Characteristics of Leaders Who Leave Legacies Presence and Emotional Intelligence 4 simple rules: Be present, not pretentious Reach out, not looking down Be expressive, not impressive Be self-knowing, not self-absorbed Let your values, confidence, and authenticity precede you. Then get over yourself, let go, and be there.
64 Characteristics of Leaders Who Leave Legacies Emotional Intelligence 1. Identify ideal self 2. Identify real self as appear to others 3. Create a plan that builds on strengths to closes gap between ideal and real self 4. Develop trust and encourage others Goleman, D. (2008).
65 Characteristics of Leaders Who Leave Legacies 4 Domains of Emotional Intelligence : 1. Self-awareness 2. Self-management 3. Social awareness 4. Relationship management Keys: Empathy & Listening To self & others Goleman, D. (2006). Emotional intelligence. NY: Bantam
66 Characteristics of Leaders Who Leave Legacies Emotional Intelligence and Communication: Johari Window Open What others know about me & what I know about myself Blind What others know about me but what I don t know about myself Hidden What I know about myself but others do not know about me Unknown What no one knows about me
67 Characteristics of Leaders Who Leave Legacies 4. Accountability and Authenticity See it. Own it. Solve it. Do it.
68 Characteristics of Leaders Who Leave Legacies 4. Accountability and Authenticity Integrity, intelligence, and energy Hire someone without the first, and the other two will kill you. Warren Buffett Integrity is the beginning of wisdom. Elaine Marshall
69 Characteristics of Leaders Who Leave Legacies 4. Accountability and Authenticity Consistently doing the right thing Levels: Obligation- duty with consequences Willingness accepted by choice Ownership take power or control Commitment emotionally compelled to principle Increased accountability = Increased Satisfaction
70 Characteristics of Leaders Who Leave Legacies 4. Accountability and Authenticity Critical Elements: Clarity Goals are clear & specific Commitment Have to ask to get it Do not accept, I ll try... Must listen, understand, agree, and commit Consequences Rachel, M. M. (2012). Accountability: A concept worth revisiting. American Nurse Today, 7(3).
71 Characteristics of Leaders Who Leave Legacies Accountability & Satisfaction Model 1. Introduce self 2. Get to eye level 3. Call the person by name 4. Non-treatment touch 5. Carry mission/values in pocket Dingman, Williams, Fosbinder, & Warnick (1999). Implementing a caring model to improve patient satisfaction. J Nurs Adm, 29(12),
72 Characteristics of Leaders Who Leave Legacies 5. Vulnerability, Risk Taking, and Fearlessness What would you do if you knew you could not fail?
73 Characteristics of Leaders Who Leave Legacies 5. Vulnerability, Risk Taking, and Fearlessness Collins Good to Great leaders & humility Recognize and value uncertainty Choose to take risks that challenge the quick sand Involve others in new ideas
74 Characteristics of Leaders Who Leave Legacies 6. Inspired Creativity and Innovation Critical to compete Don t alienate people from their own talents New ideas : Make sure everyone knows Persuasion sell it Decision bring in informal leaders Implement, confirm, and start over
75 Characteristics of Leaders Who Leave Legacies 7. Build on strengths Appreciative Inquiry: Discover Dream Design Deliver
76 Characteristics of Leaders Who Leave Legacies 7. Build on strengths Appreciative Inquiry What IS working? How can we build on it?
77 Characteristics of Leaders Who Leave Legacies When you are not in your strength zone: 1. Dread going to work. 2. Notice more negative relationships. 3. Treat others poorly. 4. Achieve less. 5. Enjoy fewer positive moments. 6. Burdened with more fatigue. Rath, R. (2007). Strength Finders 2.0. NY: Gallup Press.
78 Characteristics of Leaders Who Leave Legacies Strength: The ability to consistently provide near-perfect performance. Strength = Talent X Investment Talent = Natural best self Investment = Practice, study, building 10,000 hour rule (Malcolm Gladwell) Rath, T. (2007). Strength Finders 2.0. NY: Gallup Press.
79 Characteristics of Leaders Who Leave Legacies 8. Moral Sensitivity and Reasoning It s all about values: Why are we here? How will we be? What will we stand for? How will we use our gifts and talents to serve? Secretan, L. (1999). Inspirational leadership: Destiny, cause, & calling. Caledon, CA: The Secretan Cr (2009). The Secretan center.
80 Knowing Yourself and Others Who am I as a leader? What will be my transformation: How will I sustain it? How will I spread or share it? What will be my legacy?
81 Homework: Due Tomorrow Morning 1. Take a test type preference
82 Becoming the Transformational Leader who Leaves a Legacy QKS What do I want to QUIT doing? What do I want to KEEP doing? What do I want to START doing?
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