leadership during a pandemic · under uncertainty: some personal considerations - no face-to-face...
TRANSCRIPT
Leadership During a Pandemic
Steadying the Course for Your Team and
Organization
American Psychological Association
M a y 1 9 , 2 0 2 0
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apa.org/emerging-leaders
Leadership During a Pandemic
Steadying the Course for Your Team and Organization
Sandra L. Shullman, PhD
APA President & Managing Partner, Columbus Office,
Executive Development Group
Helen L. Coons, PhD, ABPP
President Elect, Society for Health Psychology &
Assoc. Prof., Psychiatry, U. Colorado School of Med.
Francine Conway, PhD
President, National Council of Schools and Programs
of Prof. Psychology & Dean, Graduate School of
Applied and Prof. Psychology, Rutgers University
Greg Pennington, PhD
Managing Partner, Pennpoint Consulting Group
Eddy Ameen, PhD
Moderator & Associate Executive Director, Early
Career & Graduate Student Affairs, APA
Ourleadershipskills arecalled uponacrosscareerstages
Kiet Huynh, MA
Intern, UC Berkeley CAPS
Undergrad3%
Masters2%
Doctoral10%
Early27%
Mid33%
Late22%
Other3%
Sandra L. Shullman, PhD
Setting the Stage: Leading
APA in a COVID World
APA President
Managing Partner, Columbus Office
Executive Development Group
The Current
Challenge and
What Lies Ahead
- The context has completely changed- VUCA² (volatility, uncertainty, complexity and ambiguity)—(Bennis &
Nanus, 1985) and US Army War College (1990’s)
- APA’s strategic values, priorities and goals have not changed- Positive impact on critical social issues- Elevate public understanding of psychology- Prepare discipline and profession for the future- Strengthen APA as voice for psychology
- Use the strategy to address the new context of increasing uncertainty
- Go to VUCA 2.0 (vision, understanding, courage and adaptability—George, 2017)
You get the job you get…
- Review Purpose
- Reframe Purpose and Role
- Retool Approach
- Remember the Basics- Open mind
- Open heart
- Open ears
- Opportunities
So what do I do now?
- Curiosity: What are possibilities and opportunities here?
- Flexibility: How else can I go about this role?
- Risk Tolerance: Dealing with the what if’s…courage
- Essence Detection: What’s most important to focus on?
(White & Shullman, 2010)
Leadership under uncertainty:Some personal considerations
- No face-to-face meetings
- No travel
- No in-person public presentations
- No in-person media interviews
- No in-person convention
- No face-to-face international connections
What has changed for the presidential role?
- Zoom to Zoom plus others, enhancing some mobility
- Clearer focus on outcomes, not how you travel there
- More regular connection…
- Reach more people virtually
- Reach more media virtually
- Focusing the convention differently—reach the public
- Expanded international relationships
What has changed for the presidential role?
- You get the job you get
- Self-management/reflection first
- Stay clear on purpose
- Get clear on values, priorities and goals
- Reframe purpose and role to adapt—the APA’s transformation and role of president
- Remember that leader success depends on the success of others—can’t do it without others
- Consult, connect, collaborate
- Communicate consistently, clearly and openly to reduce uncertainty
Leadership principles & lessons learned
Helen L. Coons, PhD, ABPP
Steadying the Course for Your
Team & Health Care
Organization
President Elect
Society for Health Psychology (APA Div. 38)
Associate Professor, Psychiatry
University of Colorado School of Medicine
Leadership During a Pandemic in Health Care Settings & Systems
Health Care Organizations
• Academic Health Centers
• Private/Public Health Systems
• VA & DOD Military Hospital
• Federally Qualified Health Centers
• Group practices integrated or co-located in health setting
Impact of Covid-19 in Health Care
• Risk of exposure for healthcare essential workers
• Highly stressful & complex patient care issues
• Flexibility, agility with changes in care & safety protocols
• EOL, codes, death
• Physical, emotional & cognitive exhaustion
• Grief
• Disruption to health professional education
• Research experiments, trials & teams on hold
• Staggering financial challenges
• Short & long-term impact
- Clinical Director, WBHW Services, Psychiatry, CUSOM
- New inter-professional team (8/9 < year; 5 since Feb)
- Policies and procedures
- New collaborations
- Team support sessions for HCP, faculty, staff & leadership to support health & well-being
- Support new program and team
Role Changes During Pandemic
Strategies to Steady Your Team
Intentional >
• Reduce isolation
• Promote communication, engagement, collaboration, leadership & support
The Three C’s
Prompt contact
Promote connection
Deepen community
Contact Connection Community
• Weekly team meetings
• Emails
• Phone calls
• Zoom sessions
• Team Collaborations
• Team Emails
• Virtual Walks
• Recognition
• Express Appreciation
• Team CE Conference
• Chat Function
• Team as Resource
• Virtual Social Hours
• Netflix Virtual Disc.
The 3 C’s: Strategies to Steady your Team
Flexibility Leadership Goals
• Telehealth
• Pivot to New Roles
• Value Engagement
• Diversity & Inclusion
• Gender & Care-Giving
• Lean In
• Innovations
• Collaborate
• Sustainability
• Professional Development
• Team Collaborations
• Team Support for Goals
• Check In
More Strategies to Steady Your Team
Lean In Innovation Sustain
• Stand Up System Services
• Health Care Providers
• Leadership
• Researchers
• Staff
• Children, Adults, Families & Public
• Think Out of the Box
• Leverage Science
• Leverage Communication, Program & Health Systems Evaluation Skills
• Short & Long Term
• Program ROI–Mission
• Role & Budget Flex.
• Diversify Funding
• Collaborate with Leadership
• Document Outcomes
• Demonstrate Value
Psychology Leadership in Health Care
Generosity Gratitude Grace
• Collaborations
• Role Flexibility
• Time
• Individuals
• Team
• Staff & Colleagues
• Leadership
• Good Will
• Challenging Time
• Uncertainty
• Stress & Grief
• Not perfect
• Benefit of Doubt
3 Leadership G’s in Health Care
TEAM
Together
Everyone
Accomplishes
More
Intentional, Collaborative Team & Health System Leader
Francine Conway, PhD
Steadying the Course for
Education and Training
Dean, Graduate School of Applied and
Professional Psychology, Rutgers – New
Brunswick
President, National Council of Schools
and Programs of Professional Psychology
It takes a village…
Decisions
- Minimize exposure to COVID-19 and ensure the safety of students, staff and faculty
- Minimize disruption in students’ progress to degree completion, ensure continuity of faculty and student research, instruction and clinical training?
- Advocate for the needs of the underserved and those who are disproportionately disadvantages by the lack of access to technology, internet, privacy in their living situations and food insecurity?
A Diversity of Responses
Pandemic Response: Graduate Education and Training
Stage 1: Triage
•Continuity of Education & Training
Stage 2: Enduring
•Maintaining Quality and Community
Stage 3: Recovery
•Post-Pandemic Transitions
Phase 1: TriageContinuity of Education & Training
- Developing policies and procedures that prioritize the safety of students, faculty, staff and clients- Guidance statements, taskforce, listserv
- Suspend in-person clinical training at practicum site- Increased awareness about the collaboration between academic institutions
and training sites
- Conversion of education and training mode of delivery from in-person to remote- Remote online instruction, telepsychology, tele-supervision
- Social Responsiveness- Advocacy for the differential impact of COVID on students, faculty and staff
Quality
- Documenting Adjustments
- Creativity and flexibility in assignments
- Competency exams using technology
- Supervision using technology
Phase 2: Enduring-Maintaining Quality and Community
37
Community
Stage 3: RecoveryPost-Pandemic Transitions
Stage 3: RecoveryConsiderations for Post-Pandemic Transitions
Values External Internal Considerations
Safety State Modifications in program plan, delays in progression to
degree completion,
Compassion CDC Guidelines Space modifications
Serving the
underserved
community
Accrediting Bodies Technology Capacity:
*Admissions process
*Instruction, Training, & Instruction Pedagogical Expertise;
*Service Delivery- Telepsychology Training
Family Licensing Boards Student & Occupational Health: PPE, self-screening survey
& attestation, & Testing Capacity, wellness & wellbeing
Academic Institution
Policy
Research Continuity
Clinical Sites Continuity of Clinical Training & Services
Financial Enrollment, Student funding
Continuing Training Community
Reconsidering Education and Training
- Do we need to re-think when psychologists are granted their degrees (pre vs. post internship) given the parallels between psychology interns and medical residents?
- Is there a role for Master’s level trainees?
- How do we advocate for psychologists who are on the front lines?
- Self-care and wellness post COVID
- How do we include online instruction and clinical training into the current accreditation model?
- What is the role of distance technology in selecting students for doctoral programs, internships and post doctoral training?
- What is the role of distance technology in delivering psychological services, instruction and supervision?
- Use of simulations in training
Education and Training- Technology the New Frontier
Reflections on Leadership
Values
Compassion
Community
Service
Family
Self Reflection
Meditation
Consultation
Professional Community
Peer and other support
Humility
“I Remember where I came from”
Visionary
“While recognizing and acknowledging the
realities of the present, I always look towards the
future”
Greg Pennington, PhD
Steadying the Course for
Applied Psychology
Managing Partner
Pennpoint Consulting Group
pennpointconsultinggroup.com
How has the pandemic impacted applied psychology now and how might these changes endure?
- Affirmed the need
- Uncovered the weaknesses
- Enabled application and raised value of applied
- Challenged Value proposition and our values
How has your role as a leader, and those of people in similar settings, changed since COVID?
• Collaborate• Courage
• Communicate
• Compassion
• Accelerate • Adaptation
• Innovation
• Transformation
• Lead
What leadership principles and tips would you pass on to both emerging and established leaders trying to lead in similar settings?
- Issues and opportunities driven
- 360 Vision
- Change management/Resistance
- V3 Agility/Decision Analytics
- Authenticity-Life experiences
- Inclusion and Immersion
- Continuous learning-fast failures
Questions &
Answers