leading with integrity for wims creighton university

Brio Leadership

Leadership with Integrity

Creighton University School of Medicine

Women in Medicine and Science

October 14, 2010

Presented by Kristin Robertson

Brio Leadership

www.brioleadership.com

817-577-7030

copyright © 2008 Kristin Robertson 2

Overview

The 20th Century workplace 2010 is new territory Loyalty and engagement of

workers Six leadership styles and when to

use them 21st century leaders need new

tools – Leadership with Integrity


Raffle for A Forgiveness Journal

• Place a business card (or a piece of paper with name, phone and email address) into hat for free drawing

• Book signing right after this presentation!


The Workplace 25 Years Ago

The organization man Less diversity, fewer women in the

workplace Layoffs considered managerial shame Loyalty to the organization and from the

organization Lifelong employment Only two generations in the workplace

Traditionalists and Boomers


Fast forward to 2010

High unemployment; slow re-hiring Across-the-board pay cuts Pensions eliminated; defined

contribution plans instead Corporate contributions to 401k

plans cut Employment at will Downsizing, rightsizing, re-

engineering


The Workforce in 2010

4 generations in the workforce Traditionalists, Boomers, Gen X

and Millennials More women in workforce More immigrants in workforce More knowledge workers Globalization


Four GenerationsTraditionalists

Born up to 1945

Baby BoomersBorn 1946 to 1964

Gen X

Born 1965 to 1980

Millennials

Born 1981 to 2000

Defining Values

Respect for Authority

Character

Conformers

Discipline

Optimism

Involvement

Workaholics, but reformed now

Skepticism

Fun

Informality

Entrepreneurial

Realism

Confidence

Extreme Fun

Social

Character

Family Nuclear Disintegrating Latch-key kids Merged families

Communi-cation Media

Rotary phones

One on one

Typewriter

Touch-tone phones

Call me anytime

Cell phones

Call me only at work

Internet

Text

Cell phones

Money Save

Pay cash

Buy now, pay later

Save, save, save

Cautious, conservative

Earn to spend

*Adapted from Greg Hammill

http://www.fdu.edu/newspubs/magazine/05ws/generations.htm


Loyalty Today


55% of employers have a strong sense of loyalty to their workers

41% of employees think their employers feel loyalty toward them*

* The 6th Annual Metlife Study of Employee Benefits Trends, http://whymetlife.com/trends/downloads/MetLife_EBTS08.pdf


Physician’s Engagement with their Hospital

* Gallup Organization, survey of physicians, 2003

40%

34%

17%

9%

Actively Disengaged

Not Engaged

Engaged

Fully Engaged


Engaged Personnel

Employee Productivity

-4

-2

0

2

4

6

8

10

12

Employee Productivity

-4

-2

0

2

4

6

8

10

12


Signs of Employee Disengagement

Presenteeism Lower enthusiasm Just putting in the hours

Higher absenteeism No volunteerism Higher turnover Lower performance Grumbling


What Employees Want

Communication Trust Fairness Respect


Antidote = Leadership with Integrity

Level 5 leadership – Jim Collins Seventh level of leadership (Alchemist) –

Rooke & Torbert Leaders with Character – Turknett and

Turknett Leadership Agility (Synergist) – Joiner

and Josephs Spiritual Intelligence highest ratings –

Wigglesworth SQi assessment Ignatian values


Why EQ/SQ Matters For Business and Leadership – Research Study

Higher EQ is correlated with success in every job ever tested (see work of Daniel Goleman and Richard Boyatzis in particular)

Higher SQ is correlated with higher stages of ego development (this research study)

Higher/later stages of ego development are correlated with ability to successfully lead a business through periods of change and transformation See Harvard Business Review article: “Seven Transformations of

Leadership” by Rooke and Torbert Articles and publications by Harthill UK

Change and transformation are accelerating Higher/later stages are better able to handle ambiguity,

complexity, uncertainty

2000-2008 Conscious Pursuits, Inc. All Rights ReservedMaturity Assessment Profile


21st Century Leaders Need New Tools

In the information economy, we must treat everyone as if they are a volunteer Thank you, Peter Drucker

Command and control no longer works

So what do we do instead?


Six Styles of Leadership* Leader’s

actionsIn a Nutshell

EQ Competencies Needed

When it is Best to Use it

Impact on Working Atmosphere

Commanding Demands immediate compliance

“Do what I tell you.”

Achievement, initiative, self-control

Visionary Mobilizes people to work toward a vision

“Come with me.”

Self-confidence, empathy, change catalyst

Affiliative Creates harmony and emotional bonds

“People are our most important asset.”

Empathy, building relationships, communication

Democratic Builds consensus through participation

“What is your opinion?”

Collaboration, team leadership, communication

Pacesetting Creates high performance standards

“Do what I am doing, right now.”

Conscientious-ness, drive to achieve, initiative

Coaching Develops team members

“Consider this.”

Developing others, empathy, self-awareness

*Goleman, Daniel, “Leadership that Gets Results”, HBR March-April 2000


Six Styles of Leadership Leader’s

actionsIn a Nutshell

EQ Competencies Needed

When it is Best to Use it

Impact on Working Atmosphere

Commanding Demands immediate compliance

“Do what I tell you.”

Achievement, initiative, self-control

In a crisis or turnaround, with problem employees

Negative

Visionary Mobilizes people to work toward a vision

“Come with me.”

Self-confidence, empathy, change catalyst

When new vision is required

Highly positive

Affiliative Creates harmony and emotional bonds

“People are our most important asset.”

Empathy, building relationships, communication

To heal teams, to motivate teams under stress

Positive

Democratic Builds consensus through participation

“What is your opinion?”

Collaboration, team leadership, communication

To create buy-in or consensus, to get input from trusted workers

Positive

Pacesetting Creates high performance standards

“Do what I am doing, right now.”

Conscientious-ness, drive to achieve, initiative

To achieve immediate results from a high performance team

Negative

Coaching Develops team members

“Consider this.”

Developing others, empathy, self-awareness

1-on-1, to help an employee improve performance

Positive

*Goleman, Daniel, “Leadership that Gets Results”, HBR March-April 2000


Leadership with Integrity

Think of a leader you’ve known who showed integrity.

What were some characteristics that person demonstrated?


Leadership with Integrity Understands and lives values, purpose and

mission Respect for individual and whole Compassion Mentoring Leading Change Forgiveness Courage Emotional mastery Service orientation


Values, Mission and Purpose

Personal Organizational

Aspirational Operational Gap analysis

Living them


How values affect us

Basis for decision making Thoughts, values, words, actions,

habits, character Builds our character Actions speak louder than words Deathbed thinking – no regrets Build the future you desire!


Maslow’s Hierarchy of Needs

Self-transcendence


Organizations

How they treat employees, patients, other shareholders

Creighton University values: Magis (more, better, best choice) Cura personalis Women and men who care for others Social justice Reflection and forming caring individuals


“We have in fact, two kinds of morality, side by side: one that we preach, but do not practice, and another that we practice, but seldom preach.”

- Bertrand Russell

• Aspirational values• Actual values


Personal Values

How we spend our time How we spend our money How we treat others


To find your core values:

Think of the big money decisions you’ve recently made: House, car, education, clothes,

charitable giving Think about your calendar:

Where do you spend time: Social, education, church, work,

family, etc?


My Core ValuesValue: What it means to me: Actions that show

it:

Compassion Showing love and respecting the best interests of others. Forgiveness.

I would rather sacrifice my personal gain than hurt others.

Integrity Doing what I say I will do, being scrupulously honest, because everything matters.

Refunding an overpayment from a client.

Balance (PEMS)

I respect the many parts of me and create a lifestyle that reflects that.

I have monthly massages, daily quiet time, work that fulfills me.

Excellence My work is the best I can do. My creativity comes through.

I love what I do and I do it with my whole heart.

Making a difference

I wish to leave a legacy, and to do work that is impactful.

I helped to start a church. My children. My books.


Respect for individual and whole

For the Individual: Strengths Personality Putting people in positions in which

they can succeed Motivation

For the whole: Decisions for the long-term viability

of the organization


Compassion

Wanting to alleviate suffering of others

Making decisions with empathy and compassion


Mentoring

Teaches others Coaches others Provides career opportunities for

employees Expects people to do what they

never thought they could do

copyright © 2008 Kristin Robertson 33copyright © 2004 Kristin Robertson 33

Leading Change

Communicate the why Articulate the vision Tune into radio station WII-FM Anticipate objections Be out on the floor


Forgiveness

Individual benefits Healthy, happy

Team benefits Learning environment, higher

performance, better climate The boss

How leaders forgive


Ladder of Inference

The event - data

Mental models

Interpretation

Draw conclusions

Take action

Adapted from Chris Argyris


Other Forgiveness ideas

The Two-Week Challenge Empathy questions


Book Raffle


Courage

To act according to your values.

Speaking the truth

Whistle-blowers Ask “What’s the

worst that can happen?”


Emotional intelligence

Emotional mastery Leadership EQ


The Choice


Math for Emotional Mastery

Emotional awareness + pause + considered action =

emotional mastery


Leaders set the Mood

Emotions are contagious All eyes are on you!


Service Orientation

Are you laying stones or building a cathedral?

Bigger purpose Conscientious obligation to serve Making a difference in the world Leading for the long term


21st Century Managers

Diverse, challenging workforce Old styles are no longer effective Volunteerism is the norm Leadership with integrity is

effective Modify your leadership style to the

situation

leading with integrity for wims creighton university

Documents

brio leadership leadership

workplace traditionalists

workforce traditionalists

century workplace

generations traditionalists

leadership styles

new tools leadership

new territory loyalty