LEADERSHIP COMPETENCIES AND COACHING SKILLS FOR HEALTHCARE PROFESSIONALS Planner: Dr. Mohamed Attalla, P.Eng. Ryerson University, Canada Agenda Objectives and Contents. Leadership Competencies. Leadership Behaviors and Attitudes. Coaching and the Coaching Process Cycle. Coaching Relationships. Different Leadership and Coaching Skills. 2 1
Contents STRENGTHEN THE HANDS OF THE STRONG What is Leadership? The 10 Leadership Competencies Self-Awareness: Personal Mission Self-Awareness: What are our strengths? Action Plan 3 Objectives Enhance Leadership Ability. Acknowledge that personal values and leadership styles are unique and diverse. Identify the 10 Competencies of Leadership. Influence and build relationships within and across the healthcare profession. Recognize the importance of Coaching Skills as a Leadership Competency. Develop Coaching Skills. Coach and develop others for motivation and performance. Foster Employee Commitment, Involvement and Teamwork. 4 2
LEADERSHIP THEORIES Leadership is a process of persuading and influencing others towards a goal Theories Born or Made? 5 Theories of Leadership Great Man Charismatic Trait Situational Contingency Path Goal Born with necessary Characteristics Inspirational / emotional Commitment Super humans and Blind followers Autocratic, Democratic, Laissez-faire Trait differ according to situations L/F Relationship, Task, Power Expectancy. Staff associates as a variable. facilitation, rewards 3
LEADERSHIP Styles Authoritarian Leader, Control Democratic Leader, Less Control Laissez-faire Leader, No Control Transformational leader Transactional leader 7 LEADERSHIP Styles Transactional Hierarchy Competitive Task Focus Exch. for performance Mutual benefits Caretakers Set goals Day-day operation Manage by exception Transformational Networing Cooperative Process Focus Change perception Stimulation/Creativity Role Model Individualize consideration Provide sense of direction 8 Self management 4
A Great Leader A great leader needs to know how to leverage the strengths she already has, and to surround herself with others to fill in her own gaps. A great leader realizes that each of his people is unique and coaches them to leverage their own strengths. Therefore, leadership is about : Releasing the potential that is already there. 9 Why Is Leadership Essential to Healthcare? Healthcare is driven by speed to Knowledge, new technology and efficiencies to produce new talents and innovations. These cannot be done without leadership. Security, stability and safety start through the gateway of leadership. 10 5
How is Leadership Unique? The why of an institution or a team is critical for initiatives and resource prioritization but generally unknown. Leadership development is a paradox. It must be practical and immediate. However, to be able to do, leaders must find quiet time to develop self- understanding. There is a strong tension between the need to act quickly and the need to stop and think. Leadership requires both. 11 10 Leadership Competencies Customer Orientation Business Acumen Project Leadership Managing Change ALIGNMENT SELF- SELF- UNDERSTANDING LEADERSHIP IN THE MIDDLE Self-Assessment Resiliency Relationship Skills Communication Coaching/Mentoring Actualizing Vision WORKING WITH WITH OTHERS 12 6
The Six Attitudes Measured PIAV, Personal Interests, Attitudes, and Values Theoretical Social Utilitarian Individualistic Aesthetic Traditional 13 Master Strategies Living in a World of Permanent Whitewater Operating in our world of rapid, tumultuous, unrelenting change has been compared to running a raging, white water river. Here are some things to remember for navigating the river of change without getting swamped Remember to pack your attitude. Don t look where you don t want to go. Go with the flow. Explore what s around the next bend. Take time to eddy out. Life is change. Growth is Optional. 14 7
Coaching GAP What is reality Facts, no interpretation Observable behaviors Employee s feelings What is desired Aligned with institution's goals, DISC, PIAV Measurable and achievable Desirable by all Focus on growing talents, not fixing weaknesses. 15 Definition of Coaching Coaching Focuses on Improving Skills of Team Members. Provides support in areas such as the know How, When, Why, Motivation, Time Management and Prioritization. 16 8
Why Leaders Need to Coach? When leaders coach they improve the productivity and performance of their teams. Team members need to be coached to improve their potential within the institution. Institutions and universities gain the increased overall outcome. 17 Coaching Steps INSTITUTIONAL COACHING: Focus on institution changes, not personal growth. Therapy looks back, coaching looks forward. 3LEVELS Awareness Personal Improvement Transformation Establish an Action Plan Establish Individual Goals Agree to measurements, milestones, dates = ACCOUNTABILITY Take people from where they ARE to where they can GO. Name the Gap Reconcile personal and institution goals 18 and values 9
Coaching Process Cycle 1-1-Prepare 2-2-Set Goals 5-5-Review --Future Steps 3-3-Plan 4-4-Coach 19 Coaching Process Cycle (1) 1. Prepare in advance Requirements. Opportunities. Motivations. History and information gathering. 20 10
Coaching Process Cycle (2) 2. Goal Setting Goals should be specific, measurable, achievable, relevant & timely. Goals should include small & large outcomes. Predict the outcome of the process. 21 Coaching Process Cycle (3) 3. Planning Plan the route and determine the milestones. Direct the process towards the pre set goals. Discuss motivations and opportunities. Define process. Set time constraints. 22 11
Coaching Process Cycle (4) 4. Coach Coach Privately. Build Rapport. Build trust. Clarify roles. Listen, ask questions and Acknowledge. Create levels of success that can be rewarded. Stress time lines and Milestones. Build positive expectations. Share ideas, know how, wisdom, experience and direction Motivate with encouragement 23 Coaching Process Cycle (5) 5. Review - Future Steps Measure progress towards goals at scheduled intervals. Adjust the plan as necessary. Dissolve the current relationship with a method to re-start on a new target. 24 12
Personal Characteristics of a Coach (1) Coaching Leaders need to possess certain Personal Characteristics. Evolutionary elder Partner Champion Guide Reality checker Visionary Director Radar Beacon 25 Personal Characteristics of a Coach (2) Evolutionary elder, the coach has more experience than team members. Partner, Coach benefits when the team achieves. Champion, Coach leads the supporting cheers. 26 13
Personal Characteristics of a Coach (3) Guide, Coach shows the team the right steps to take, which pitfalls to avoid. Reality checker, Coach helps the team evaluates progress towards goals. Visionary, Coach and the team envision what success would look like. 27 Personal Characteristics of a Coach (4) Director, Coach directs the team as to what actions to take. Radar, Coach often can see & understand what the rest of the team cannot. Beacon, Coach can sometimes sound an early warning. 28 14
Characteristics of Coaching Relationships (1) The Relationship Between the Coaches and their Teams Should Possess Certain Characteristics Specific Opportunistic Continuous Process Supportive Motivating Objective Performance oriented Supports institution s competencies A leveraging strategy 29 Characteristics of Coaching Relationships (2) Specific, Coaching can focus on what is needed most. Opportunistic, Coaching can produce immediate beneficial effects. Continuous Process, Motivating, Coaches motivate via stimulation, inspiration and help fulfilling unsatisfied needs. 30 15
Characteristics of Coaching Relationships (3) Supportive, Coaches help their teams to use existing skills more efficiently. Supportive Objective, The coach Objective, The coach s s experience helps them to see the opportunity with more clarity. A A leveraging strategy, Coaching focuses on specifics i.e. just enough learning to help the right people make precise changes. 31 Characteristics of Coaching Relationships (4) Oriented to performance, Coaching focuses on finding or prescribing the right actions that the team can take to change conditions. Supportive of institution s competencies, Coaching is a tool to cultivate specified competencies. 32 16
Undesired Coach s s Behavior (1) Avoid aimless assessments, observations, judgments and opinions. Avoid vague wording that are easily misunderstood. Avoid giant steps. Don t t allow transference, Recognize the abilities of your team members. Don t t project your abilities on them. 33 Undesired Coach s s Behavior (2) Avoid Negative Reactions, Emphasize E the positive and recognize failure as learning opportunity. Don t t perform the work for the team, Together the coach and the team think, plan and implement. 34 17
How Do We Communicate? PREFERRED METHODS OF TAKING IN INFORMATION (MODALITIES) MODALITY AVERAGE Visual 60-72% Auditory 12-18% Kinesthetic 18-30% 35 Coaching Language Avoid directing the discussion. NOT No, that s the wrong goal. Avoid analysis and interpretation. NOT Yes, I know which part bothers you the most! Phrase future in the present state. NOT What will your relationship be like? Push to the end result, not just next step. NOT Promotion is what you want. 36 18
Feedback Pointers GIVING Be specific, descriptive, action-oriented, oriented, nonjudgmental RECEIVING Be open, take notes, ask for examples, seek to understand, triangulate information later 37 Giving Effective Feedback WIN/LOSE You and I need to talk. You just don t care about this initiative. I assumed with your background this would happen. WIN/WIN Do you have a minute? I m concerned about the quality of the analyses you just turned in. It had a lot of uncertainties. Your work is usually great did something different happen this time? Use I Focus on behavior, not the individual Be specific Be timely 38 19
Accepting Feedback SORT FOG REPEAT What have I Would you like a done to make cup of coffee it hard to work while we talk for me? about this? TRUTH Avoid DEFENSE Acknowledge their feelings Express regret Find a point of agreement Suggest alternatives, solutions I m a pain to work for? DISTANCE Let s talk about this tomorrow after we ve had a chance to calm down. 39 How To Disagree WIN/WIN I I think I need to spend more time on this report. WIN/WIN I I appreciate your offer, but I m feeling some schedule pressure. What did you have in mind? SYMPTOMS Attack problem Use I Ask for/offer to help Seek to understand (Covey) Seek WIN/WIN 40 20
A Difficult Conversations Checklist What Happened? Where does your story come from? Facts? Past Experience? Rules? Theirs? What impact has this had on you? What might their intentions have been? What have you contributed to the problem? Emotions What are you really feeling? Why? Identify What s at stake for you about you? Purposes What do you hope to accomplish? Shift to support learning, sharing, problem-solving. Is this the best way to address this issue? Differences Describe the problem in terms of the differences between your stories. Share your purposes. Invite them to join as a partner to solve the problem. Explore the Stories Listen to understand their perspective. Share your viewpoint. Reframe, reframe, reframe to keep on track. Problem Solving Invent options that meet each side s concerns. Look to standards for what should happen. Talk about how to keep communication 41 open going forward. Bibliography Brooks, F. The Mythical Man Month. Addison-Wesley, 1975. Cougar, J. D. and Zawacki, R. A. What Motivates DP Professionals?, Datamation. September, 1978, pp. 116-123. DeMarco, T. and Lister, T. Peopleware: Productive Projects and Teams. Dorset House, 1988. Englund, Randy and Graham. Creating a Project Environment, Jossey-Bass, 1997. Frost, P., Mitchell, V. and Nord, W. Organizational Reality Reports from the Firing Line. Scott, Foresman and Company, 1986. Hampton, D., Summer, C. and Webber, R. Organizational Behavior and the Practice of Management. Scott, Foresman and Company, 1987. Haynes, Marion E. Project Management. Crisp Publications, 1989. Rakos, John J. Software Project Management for Small to Medium Sized Projects. Prentice Hall, 1991. Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987. Russell, Lou. The Accelerated Learning Fieldbook: Making the Instructional Process Fast, Flexible, and Fun. San Francisco: Jossey-Bass Pfeiffer, 1999. Russell, Lou. Project Management for Trainers, Virginia: ASTD, 2000. Russell, Lou IT Leadership Alchemy, Prentice Hall: 2002. Thomsett, R. People and Project Management. Yourdon Press, 1980. 42 21