leadership: “hope is not a method”

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Leadership: “Hope is not a method”. Joseph G. Keary, MS, MBA jgk leadership consulting Member, Kansas City Chapter, CLMA. Introduction. General Gordon R. Sullivan is a former Chief of Staff of the Army - PowerPoint PPT Presentation

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Leadership: Hope is not a method

Leadership:Hope is not a methodJoseph G. Keary, MS, MBA

jgk leadership consulting

Member, Kansas City Chapter, CLMA

IntroductionGeneral Gordon R. Sullivan is a former Chief of Staff of the ArmyInvolved in the earliest strategies of Army Transformation back in the late 1980s and early 1990sHe began the journey from the bureaucratic Cold War Army, which paralleled the business model prevalent at the time large, inflexible organization

IntroductionThis journey has culminated in todays transformational ArmyGone are rigid, large Divisions which need to deploy togetherNow we have Brigade Units of Action, which are modular and carry intrinsic capabilities

What does this have to do with Leadership, and specifically, Leadership in the profession of clinical lab science?

Your LaboratoryYou are the Units of Action As an integral part of your organization, you have proponency another term for ownershipYou are the proponent for:Organizational growth and development Personal growth and engagementYour LaboratorySection/Department heads are the front-line leaders for the organizationYou are role models and centers of influence in the health care communityYou motivate and develop your lab into a dynamic and vibrant organizationThe Paradox of Action

The Paradox of ActionThis refers to the fact that working harder and harder to do what you do better and better will NOT lead to success!Action without strategic direction merely drives an organization deeper into a holeThe Paradox of ActionThere are three leaderships traps which follow from this paradox

Each of them is easy to fall victim to; in fact, in many cases we are trained to follow the pathway down to the trapLeadership TrapsDoing things too well:

Leadership TrapsDoing things too well:When you are doing well, you lose the vision and passion for change and fail to instill vision and passion in your staffYou run the risk of losing touch with your organization and your stakeholders (employees, customers and others)You become overconfident, and like the story of the tortoise and the hare you dont see everyone pass you by!

Leadership TrapsBeing in the wrong business:Leadership TrapsBeing in the wrong business:More commonly seen in the business world, it has parallels in our professionImplies waiting to see what develops, trading time for the prospect of more information and less uncertaintyMay result from the desire to wait for more resources, or an aversion to lossIs the laboratory seen as a service or a partner?Leadership TrapsMaking yesterday perfect:Leadership TrapsMaking yesterday perfect:The inability to cope with external changeChanges are made, but always in terms of the old paradigmLeaders who practice this are great fixers, but not innovatorsAppears that things are moving forward, but it is not transformationalLeadershipvs Management?

Leadership vs ManagementManagement has to do with an organizations processes:The organization is controlled by dealing with the functional parts of the wholei.e: Human Resources, Logistics, Nursing, Ancillary Services, MIS, etcLeadership has to do with an organizations purposes:LeadershipLeadership and learning are the tools to develop a high performing organizationGoes beyond creating the future and managing complexityAlso involves team building and in influencing and directing the course of the organization through themLeadershipLeadership has three dimensions:

ManagingCreating the futureTeam Building

Leadership is acting on an interpersonal level with small groups or individualsLeaders ReconnaissanceLeaders need to constantly assess and evaluate the following:

What is happening?

What is NOT happening?

What can I do to influence the action?Leaders ReconnaissanceThis trilogy captures the essence of strategic leadership

Knowing what IS happening in our organization is not enoughLeaders ReconnaissanceBy focusing on what is NOT happening, we open our mind to broader opportunities and options

By asking how can I influence the action, we envision a greater range of responses than mere action and counteractionThe LeadershipAction Cycle(LAC)

Leadership Action Cycle5 step process:

Leadership Action Cycle5 step process:Observe: What is happening / not happening?Be objective and make critical observationsFocus equally on what is NOT happeningConsider actions, morale, client feedback and other metricsDont offer opinions at this stage be a silent observerLeadership Action Cycle5 step process:

Leadership Action Cycle5 step process:Reflect: what can I do to influence the action and formulate optionsConsider what you have seen and take time to see what YOUR role is in each actionMake sure you come up with several courses of action / optionsConsider both easy and difficult solutions to come up with the OPTIMAL solutionLeadership Action Cycle5 step process:

Leadership Action Cycle5 step process:Decide: a Leader leads identify tasks, roles and set constraints, limits and measurable standardsUse a systematic and standardized approach to evaluate COAsWeighted Decision Matrix is often a great toolLeadership Action Cycle5 step process:

Leadership Action Cycle5 step process, Act: organization executes the decisions of the leader. The leader demonstrates sponsorship and involvement to reinforce the need for changeFollows the principle that A leaderleadsGet involved in the following stages Information on the decisionOverall implementation strategyDesired outcomes and metrics of successDecentralize the execution as much as possibleLeadership Action Cycle5 step process:

Leadership Action Cycle5 step process, Learn: Most important step; closes the loop by relating the outcomes of decision and action to future actions; modify behavior and actions as a result of what we NOW knowRestart the critical thinking and evaluation processThis should be a continuous processLeadership Values

Values: the Leverage of ChangeLeadership begins with VALUES!Values are critical in that they:Bind expectationsProvide alignmentEstablish a foundation for transformation and growth

Leaders signal what will NOT change, providing an anchor and a context for decisions and actionsOrganizational ValuesPurpose: We exist as a part of something bigger and better than the individual We are all part of the Laboratory ProfessionThe Laboratory Profession has our own ValuesWe are enriched by being part of this profession and derive benefits from itOrganizational ValuesContinuity: History is a part of our profession. Others in our profession have faced challenges and succeeded. The past is a reflection of our collective identityTraditions are important to morale

Organizational ValuesPeople: To value your organization, you must value the people who comprise it. This shows in our policies but also in how we delegate and share responsibilities It also shows in viewing our fellow peofessionals as a renewable resource to be developed and cultivatedOrganizational ValuesResponsibility:Many leaders want to TAKE responsibility for all actions/inactionsMost effective leaders INVEST responsibility in their subordinatesTrue empowerment which is not merely freedom to do your job, but also to help define itEmpowerment is about responsibility

Organizational ValuesIntegrity:Not merely honestyA broader, strong pattern of internal consistencyCommitment to consistently doing the right thing for the right reason and for the long run, despite short term pressures of temptationsThe Six Imperatives

The Six ImperativesThe Six Imperatives were the Armys first plan for transformation

Quality PeopleLeader DevelopmentTrainingModern EquipmentForce MixDoctrineThe Six ImperativesPictured as a six pointed star, with a hexagon (signifying change) in the center

The hexagon reflected a trained and ready force

Same can be said about OUR organizationsThe Six ImperativesPEOPLELEADERSEQUIPMENTTRAININGREGULATIONSSTAFF MIXCHANGE AND EXCELLENCEThe Six ImperativesAll of these are critical to our successAll deserve our attention, but to varying degreesWe need to consider the effect of change on each of the imperativesWe also need to consider our role in optimizing our role in each of the imperativesPeopleWho do we work with?Their strengths and weaknessesTheir motivators and distractorsTheir cultureTheir ethics (especially work ethic)

How are they engaged in our mission?EquipmentThe rapid innovations in technologyPoint of care testing High throughput analyzers and consolidation of services

The cost of technologyDirect costs (equipment, reagents, supplies and service)Indirect costs (training, burnout, etc)RegulationsThe alphabet soup of regulatory agenciesCAP, AABB, FDA, TJC, CLIA, CMS etc

The need to specialize in regulatory affairs in order to effectively and legally operate in this environmentTrainingEducation needed to enter the professionContinuing professional educationNew equipment/technology educationLeadership and management educationSelf- development educationStaff MixDifferences betweenAgesCulturesGendersTraining (MLT v MT)

Optimizing the mix of staff to harmonize operations at a cost efficient levelLeadersEvery employee a leaderLeadership training for all staffProfessional development training for the formal leadership teamDeveloping a culture of engaged leadersAvoiding the impeder-leader, toxic leaders and other dysfunctional typesLeadership is a Team SportGEN Sullivan says:Your first task as a leader is to build your leadership teamOur professional team includes our leaders and members and also influencersFamily membersOther medical professionals

We live and lead through the power of TeamsLeadership Lessons from General Ulysses S. GrantGEN Grant took over the Army at a critical point in the Civil W

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