organizational changes and leadership - … · 2018-06-20 · supportively in an attempt to...
TRANSCRIPT
ORGANIZATIONAL CHANGES
AND LEADERSHIP Nadine J. Kaslow, PhD, ABPP
[email protected] Past-President, American Psychological Association
“Leadership and learning are indispensable to each other." – John F. Kennedy
“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” – Rosalynn Carter
“There are 3 essentials to leadership” humility, clarity, and courage.” Fuchan Yuan
“As we look ahead into the next century, leaders will be those who empower others.” Bill Gates
Reflects the leader’s personality traits and
capacity to effect change
Benefits the team and organization via example
Correlates with positive outcomes for individuals,
groups, and organizations
What do you think are the most important qualities
of effective leaders?
Assuming leadership role
Participating in leadership development programs ◦ Student
◦ Faculty
Observing effective leaders
Participating in coaching
Articulating a model of leadership
Learning from my mistakes
Division President ◦ 43 – Society of Family Psychology
◦ 12 – Society of Clinical Psychology
◦ 29 – Society for the Advancement of Psychotherapy
President/Chair ◦ Association of Psychology Postdoctoral and Internship
Centers (APPIC)
◦ American Board of Professional Psychology (ABPP)
◦ American Psychological Association
Connecting with people with shared interests and
commitments
Expanding my horizons
Enjoying the challenges
Mentoring future generations of leaders
Giving back to the community
In the context of change, use an approach that
blends ◦ Collaborative Leadership
◦ Transformational Leadership
◦ Courageous Leadership
Helpful to me as President
Relevant to being a Division President
COLLABORATIVE
LEADERSHIP
Coercion:
No choice,
no voice, no
commitment
Participation
: I’m along
for the ride
Cooperation
: I’ll work
on your goal
Collaboration
: We’re
committed to
our goal
Process in which people with different views and
perspectives come together, set aside narrow self-
interests, and discuss issues openly and
supportively in an attempt to collaboratively find
ways of helping each other solve a larger problem
or achieve broader goals
Supportive and inclusive methods to ensure that
all people affected by a decision are part of the
change process
New notion of power...the more power we share,
the more power we have to use
Key Principles ◦ Assess environment for collaboration before acting ◦ Develop clarity through visioning and mobilizing
regarding defining shared values and engaging people in positive action
◦ Develop trust and create safe places for determining shared purpose and action
◦ Share power and influence and develop the synergy of people, organizations, and communities to accomplish more
◦ Develop people through mentoring and coaching to maximize learning experiences
◦ Self reflect on own leadership attributes and engage in Continuous Quality Improvement (CQI)
Characteristics ◦ Cognizant of a personal motive for collaborating
◦ Develop in an ongoing way interpersonal skills, in
particular: empathy, patience, tenacity, holding difficult
conversations, and coalition building
◦ Actively manage the tension between focusing on
delivery and on building relationships
◦ Invest in strong personal relationships at all levels
◦ Inject energy, passion and drive into leadership style
Characteristics ◦ Simplify complex situations for partners
◦ Prepare for how to handle conflict well in advance
◦ Have the confidence to share the credit generously
◦ Recognize that there are some people or organizations
you just can't partner with
◦ Have the courage to act for the long term
TRANSFORMATIONAL
LEADERSHIP
Lead people in an inspirational manner such that
they aspire to help achieve a shared vision
Four key elements: ◦ Individualized consideration
◦ Intellectual stimulation
◦ Inspirational motivation
◦ Idealized influence
Individualized consideration ◦ Attend to each person’s concerns and needs
◦ Act as a mentor or coach
◦ Give empathy and support
◦ Keep communication open
◦ Challenge others and are open to being challenged
themselves
◦ Respect and celebrate individual contributions and
diverse perspectives
◦ Encourage intrinsic motivation and aspirations for self-
development
Intellectual stimulation ◦ Encourage others to be innovative and creative and
strive for that themselves
◦ Encourage and are receptive to new ideas from all
parties
◦ Avoid public criticism of others
◦ Focus on the ‘what’ of problems rather than blame
◦ Discard old practices if they are ineffective
Inspirational motivation ◦ Articulate a vision that is appealing and inspiring
◦ Challenge others to leave their comfort zones and are
receptive to similar challenges themselves
◦ Communicate optimism about future goals
◦ Provide meaning for tasks
◦ Bolster communication of vision through strong
communication skills
◦ Encourage energy through purpose and meaning
Idealized influence ◦ Embody the values that others should be embracing
◦ Give respect and encouragement
◦ Promote a consistent vision, mission, and set of values
◦ Communicate a vision such that other parties have
expectations for each interaction
◦ Are genuine
COURAGEOUS
LEADERSHIP
Courage to ◦ See the future
◦ Face obstacles
◦ Make tough decisions
◦ Change directions
◦ Take action
Standing up
Stepping in
Speaking out
Characteristics ◦ Confront reality head on
◦ Seek feedback and listen
◦ Say what needs to be said
◦ Encourage pushback
◦ Take action on performance issues
◦ Communicate openly and frequently
◦ Lead change
◦ Make decisions and move forward
◦ Give credit to others
◦ Hold people and themselves accountable
LESSONS LEARNED
Lessons Learned ◦ Communicating in a personal and genuine way
◦ Being guided by an approach to leadership
Collaborative
Transformational
◦ Engaging in acts reflective of courageous leadership
Positive consequences
Challenging consequences
◦ Winning some and losing some
◦ Feeling rejected
Lessons Learned ◦ Dealing with interpersonal conflicts at a high level
◦ Handling intense professional and personal demands
◦ Managing the change process
◦ Figuring out what to do when compromise isn’t possible
(e.g., creative alternatives)
◦ Making mistakes and learning from them
◦ Pursuing my dreams
◦ Sharing my passions
20 LEADERSHIP TIPS FOR DIVISION PRESIDENTS
Remember, you are the CEO of the organization for
the year you are President and responsible for
helping the organization function well
Figure out what kind of leader you are and use your
strengths to be the best leader you can be
Know your Division’s history
Familiarize yourself with your Division’s Policy and
Procedures Manual and Bylaws and have them
updated if need be
Know your membership
Select 1-2 initiatives maximum, about which you
care deeply
Rely on a team (3 presidents, executive committee)
Use your committees and other appointments
deliberately to bring about change (bring in
diversity in different forms)
Actively promote membership and involvement
Ask your friends, colleagues, current and former
students, etc. to help and volunteer
Grow future leaders
Facilitate collaboration
Build consensus
Figure out who the challenging people are and
develop strategies for using their strengths or
working around them
Learn the ABCs of APA
Ask for help from Division Services Office or other
APA offices
Represent your area of interest/specialty within the
organization
Partner with other divisions ◦ Interdivisional grants
◦ Interdivisional programming
Make friends
Enjoy the year