Leadership in Changing Times Bud Nicola, MD, MHSA and Susan Allan, MD, JD, MPH.

Leadership in Changing Times

Bud Nicola, MD, MHSA and Susan Allan, MD, JD, MPH

Learning Objectives

By the end of this class, students will be able to:

• Identify strengths and potential pitfalls of different social and leadership styles.

• Describe various styles and preferences for dealing with conflict, and when they are most effective.

• Plan and organize meetings to effectively advance an agenda for organizational change.

• Develop a policy brief or use a similar process to engage others and achieve alignment on new policies or programs.

• Describe three key factors in effective communication as a leader.

• Describe the importance of cultural competency in being an effective leader.

Leadership In Changing Times

Monday, August 4 Who You Are

8:30 Summer Institute Welcome Room 316

9:00 Course Introduction and Culture chest (Bud and Susan)

10:00 Break

10:15 Lifelong Learning (Susan)

11:50 Reflection

12:00 Lunch

1:00 Social Styles and Leadership Styles (Bud)

2:50 Reflection

3:00 Break

3:15 Personal Mastery

4:20 Reflection

4:30 Self assessments

Leadership In Changing TimesTuesday, August 5 Working with Conflict and Change

8:30 Introduction to change management; dealing with conflict (Bud)

9:50 Getting things done through meetings (Bud)

10:00 Break

10:15 Continue with morning topics (Dr. Lawrence Loh, Fraser Health Authority)

11:50 Reflection

12:00 Lunch

1:00 Talking to leaders - Preparation for leaders conversation (Susan)

2:00 Panel leader discussion, Muriel DeLaVergne-Brown, Mark Szalwinski

3:15 Break

3:30 Health Leaders Forum

Join us for a complimentary networking reception immediately following the panel.

Leadership In Changing TimesWednesday, August 6 Working with Others

8:30 Communications and influence (Hilary Karasz)

10:00 Break

10:15 Policy briefs (Susan)

12:00 Dialogue on Racial Equity and Health, Scott Winn

1:30 Racial, ethnic, gender, and generational aspects of leadership (Susan)

3:00 Break

3:15 Working with others

4:50 Reflection; review Toolkit Presentation webinar

Leadership In Changing TimesThursday, August 7 Bringing it all together: Integrating and Launching

8:30 Leadership example (Dr. Ed Walker, University of Washington)

10:00 Break

10:10 Group Photo

10:15 Debriefing and next steps (Susan and Bud)

12:00 End of Summer Institute

Culture Chest

What is Leadership?

Defining Leadership

Leadership: the process of inspiring others to work hard to accomplish important tasks

9

Susan Allan, MD, JD, MPH

Lifelong Learning

11

“Why Leadership Development Fails To Produce Good Leaders” from “Psychology Today,” Ray B Williams

“Most leadership development initiatives focus on competencies, skill development and techniques, which is some ways is like rearranging the deck chairs on a sinking ship. Good leaders need to become masters of themselves before they can attempt to be masters of anything else.”

http://www.psychologytoday.com/blog/wired-success/201310/why-leadership-development-fails-produce-good-leaders

“Leadership development initiatives need to focus on the following core areas to really make a difference …”

• Self-awareness.

• Emotional self-mastery.

• A deep understanding of the dynamics of human behavior on an individual basis.

• Ongoing engagement…”any substantial behavioral or attitudinal change requires continuity and a long-term commitment to be successful”

• An individual personal stake in self-development.

• Choosing people who know how to mentor, coach and develop leaders.

• Incorporate mindfulness practices into leadership development. Good leaders are reflective and often introspective.

http://www.psychologytoday.com/blog/wired-success/201310/why-leadership-development-fails-produce-good-leaders

The #1 Reason Leadership Development Failsfrom “Forbes,” Mike Myatt

“Training” vs “Development”

• Training – orients to known systems, practices

1) Assumes that the “right way” to do things is known

• Development - nuanced, contextual, collaborative, fluid.

http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails/

Training

• Blends to a norm

• Tests patience

• Focuses on the present

• Focuses on efficiency

Development

• Occurs beyond the norm

• Tests courage

• Focuses on the future

• Focuses on effectiveness

http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails

Development is transformational.

- focuses on growth.

- catalyzes innovation.

- focuses on solutions.

- explores the unknowns.

- moves people beyond their comfort zones.

- is infinite.

http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails

Bud Nicola, MD, MHSA

Personal Styles andLeadership Styles

17

Session Objectives

• Leadership begins with who you are

• Discover your social style preference

• See how strengths, overdone, become weaknesses

• Learn to recognize preferences of others

• See the value of diversity in accomplishing organizational work

• See the dangers of group think

• Learn to “borrow” other styles

Slides courtesy of Dr. Ed Walker 18

The MBTI Four Preferences

• What is our energy source?

1) Extraversion vs. Introversion

• How do we take in information?

1) Sensing vs. Intuition

• How do we make decisions?

1) Thinking vs. Feeling

• What is our orientation to the world?

1) Judging vs. Perceiving

19

Extraverted

Characteristics

(E)

• Act first, think/reflect later

• Feel deprived when cutoff from interaction with the outside world

• Usually open to and motivated by outside world of people and things

• Enjoy wide variety and change in people relationships

Introverted

Characteristics

(I)

• Think/reflect first, then Act

• Regularly require an amount of "private time" to recharge batteries

• Motivated internally, mind is sometimes so active it is "closed" to outside world

• Prefer one-to-one communication and relationships

20

Sensing Characteristics

(S)

• Mentally live in the Now

• Using common sense and creating practical solutions is automatic-instinctual

• Memory recall is rich in detail of facts and past events

• Best improvise from past experience

• Like clear and concrete information; dislike guessing when facts are "fuzzy"

Intuitive Characteristics

(N)

• Mentally live in the Future

• Using imagination and creating/inventing new possibilities is

• Memory recall emphasizes patterns, contexts, and connections

• Best improvise from theoretical understanding

• Comfortable with ambiguous, fuzzy data and with guessing its meaning.

21

Thinking Characteristics

(T)

• Instinctively search for facts and logic in a decision situation

• Naturally notices tasks and work to be accomplished.

• Easily able to provide an objective and critical analysis

• Accept conflict as a natural, normal part of relationships with people.

Feeling Characteristics

(F)

• Instinctively employ feelings and impact on people in decision situations

• Naturally sensitive to people needs and reactions

• Naturally seek consensus and popular opinions

• Unsettled by conflict; have almost a toxic reaction to disharmony.

22

Judging Characteristics

(J)

• Plan many of the details in advance before moving into action.

• Focus on task-related action.

• Work best and avoid stress when keep ahead of deadlines.

• Use targets, dates and standard routines to manage life and commitments.

Perceiving Characteristics

(P)

• Comfortable moving into action without a plan; plan on-the-go.

• Like to multitask, have variety.

• Naturally tolerant of time pressure; work best close to the deadlines.

• Avoid commitments which interfere with flexibility, freedom and variety

23

Discussion

What do you think your preference is?

24

Wait – that’s 16 different combinations!

27

Isn’t there a simpler way to do this?

http://www.youtube.com/watch?v=wRBx8IkV-kQ



Assertiveness

AsksTells

Less Assertiveness

More Assertiveness

Verbal Behavioral Clues

Factor

Pace of speech

Quantity of speech

Volume of speech

Less Assertive

Slower

Fewer statements

Softer

More Assertive

Faster

More statements

Louder

Non-Verbal Behavioral Clues

Factor

Use of hands

Body posture

Eye contact

Less Assertive

Relaxed or cupped

Leans back while talking

Indirect contact while

speaking

More Assertive

Pointing at others

Leans forward to make a

point

Direct contact while speaking

Responsiveness

Less Responsiveness

More Responsiveness

Controls emotions

More feeling

displayed

Verbal Behavioral Clues

Factor

Emotion in voice

Subjects of speech

Description

Less Responsive

Monotone

Tasks

Facts/Data

More Responsive

Inflections

People

Opinion or stories

Non-Verbal Behavioral Clues

Factor

Use of hands

Body posture

Eye contact

Less Responsive

Closed

Rigid

Controlled

More Responsive

Open palms

Casual

Animated

34

More Responsive

Less Responsive

Merrill and Reid

A Four Box SolutionMore Assertive Less Assertive

EXPRESSIVE AMIABLE

DRIVER ANALYTIC

Hey, don’t try to box me in… I’m more than a label!

• No best or worst style – advantages and disadvantages to each

• Strengths, pushed far enough, become liabilities

• No pure styles – but one is usually preferred• Behavior style does not explain the whole

person, just perception• 75% of the world is not like you – better

learn to adapt!

35

Driver – Extroverted Thinking

• Action oriented

• Decisive

• A problem solver

• Direct

• Assertive

• Demanding

• A risk taker

• Forceful

• Adventuresome

• Competitive

• Self-reliant

• Independent

• Determined

• An agitator

• Results oriented

36

Driver Style – the Doer

37

+ Tends to be perceived as -

Gro

wth

act

ion

Str

ess

ac

tio

n

Strong willedIndependentPracticalDecisiveEfficient

PushySevereToughDominatingHarsh

LISTENING

AUTOCRATIC POWER

Recognizing Drivers

• Swift reaction time

• Maximum effort to control

• Minimum concern for caution in relationships

• Present time frame

• Direct action

• Tendency to reject inaction

• Need for control/results/achievement

38

Expressive – Extroverted Feeling

• Verbal

• Motivating

• Enthusiastic

• Gregarious

• Convincing

• Emotional

• Impulsive

• Generous

• Influential

• Charming

• Confident

• Inspiring

• Dramatic

• Optimistic

• Animated

39

Expressive Style – the Intuitor

40


Gro

wth

act

ion

Str

ess

ac

tio

n

AmbitiousStimulatingEnthusiasticDramaticFriendly

ManipulativeExcitableUndisciplinedReactingEgotistical

CHECKING

PERSONAL ATTACK

Recognizing Expressives

• Rapid reaction time

• Maximum effort to involve

• Minimum concern for routine

• Future time frame

• Impulsive action

• Tendency to reject isolation

• Need for excitement/personal approach/acceptance

41

Amiable – Introverted Feeling

• Patient

• Loyal

• Sympathetic

• A team person

• Relaxed

• Mature

• Organized

• Questioning

• Supportive

• Stable

• Considerate

• Empathetic

• Persevering

• Trusting

• Congenial

42

Amiable Style – the Feeler

43


Gro

wth

act

ion

Str

ess

ac

tio

n

SupportiveRespectfulWillingDependableAgreeable

ConformingUnsurePliableDependentAwkward

INITIATION

COMPLIANCE

Recognizing Amiables

• Unhurried reaction time

• Maximum effort to relate

• Minimum concern for effecting change

• Present time frame

• Supportive action

• Tendency to reject conflict

• Need for cooperation/personal security/acceptance

44

Analytic – Introverted Thinking

• Diplomatic

• Accurate

• Conscientious

• A fact finder

• Systematic

• Logical

• Conventional

• Analytical

• Sensitive

• Controlled

• Orderly

• Precise

• Disciplined

• Deliberate

• Cautious

45

Analytic Style – the Analyzer

46


Gro

wth

act

ion

Str

ess

ac

tio

n

IndustriousPersistentSeriousExactingOrderly

CriticalIndecisiveStuffyPickyMoralistic

DECLARATION

AVOIDANCE

Recognizing Analytics

• Slow reaction time

• Maximum effort to organize

• Minimum concern for relationships

• Historical time frame

• Cautious action

• Tendency to reject involvement

• Need for accuracy/being right/achievement

47

If You’re Still Not Sure...

• Driver: · Objective-focused · Know what they want and how to get there! ·

Communicates quickly, gets to the point · Sometimes tactless and brusque · Can be an "ends justify the means" type of person · Hardworking, high energy · Does not shy away from conflict

• Expressive: · Natural salesmen or story-tellers · Warm and enthusiastic ·

Good motivators, communicators · Can be competitive · Can tend to exaggerate, leave out facts and details · Sometimes would rather talk about things than do them!

• Amiable: · Kind-hearted people who avoid conflict · Can blend into any situation

well · Can appear uncertain · Has difficulty with firm decisions · Often loves art, music and poetry · Highly sensitive · Can be quiet and soft-spoken

• Analytical: · Highly detail oriented people · Can have a difficult time making

decisions without ALL the facts · Make great accountants and engineers · Tend to be highly critical people · Can tend to be pessimistic in nature · Very perceptive

48

49

Style Intent Need Pace Focus

Driver Get job done Control Fast Task

Amiable Get along Harmony Slow People

Analyzer Get job done right

Accuracy Slow Task

Expressive Be heard Attention Fast People

Adapted from Merrill and Reid

Comparison of Styles

Merrill-Reid Driver Expressive Amiable Analytical

Enneagram AdventurerAchiever

HelperRomantic

PeacemakerObserver

AsserterPerfectionist

Hippocrates Choleric Sanguine Phlegmatic Melancholy

WesternAstrology Fire Air Water Earth

Animals Bear Monkey Dolphin Owl

Children'sLiterature Rabbit Tigger Pooh Eeyore

CharlieBrown Lucy Snoopy

CharlieBrown Linus

Who MovedMy Cheese? Sniff Scurry Haw Hem

Common “Four-Box” Characterizations

50

Interacting Effectively With Other Styles

• Start by knowing yourself

• Observe the behavior patterns of others

• Learn how they see and interact with world

• Avoid judgments, evaluations, and analyzing “why” someone behaves a certain way

• Tentatively classify a style and adapt to that style

• http://www.youtube.com/watch?v=nJ0GxUI4RxY

51

http://www.youtube.com/watch?v=nJ0GxUI4RxY

How does the group look?

Place yourself in the room

Driver/Analytic/Amiable/Expressive

53

More Responsive

Less Responsive

Merrill and Reid

A Four Box SolutionMore Assertive Less Assertive

EXPRESSIVE AMIABLE

DRIVER ANALYTIC

54

More Responsive

Less Responsive

Merrill and Reid

What Is Your Own Style?More Assertive Less Assertive

EXPRESSIVE AMIABLE

DRIVER ANALYTIC

My ideal

My real

Learn to Be Flexible!

• Be adaptable and skillful

• You can only control your half of the interaction

• You can improve effectiveness by temporarily modifying your preferences

• Learn to “borrow” the other three styles when needed

55

56

EXPRESSIVE

ANALYTICDRIVER

AMIABLEDECREASE FEELING• Contain feelings• Express facts• Use facts

INCREASE FEELING• Control less• Express more/Be open

to feelings• Trust intuition/ Give

more value to opinion

INCREASE ASSERTIVENESS• Tell more• Ask less• Take control

REDUCEASSERTIVENESS• Ask more• Tell less• Share control

Flexibility and Role Shifting

Other Examples

CACTUS 1549

http://www.youtube.com/watch?v=tE_5eiYn0D0

57




Group Tasks

• Describe your personality style1) Which preferences do you have?

2) Which is the hardest style for you to move into and maintain if needed?

3) Where are your strengths and blind spots?

4) What do you need to watch for during group participation?

• Pick a recent meeting where you now see that these styles were operating? How would you act differently?

58

Early definitions included the following:

1Power & Motive

2King, Chief, Commander

3Personality

Driven –

Self-Assertive

What is Leadership?

• Group Process Perspective – Leader is center of group and embodies will

• Personality Perspective – Special traits and characteristics to motivate others

• Act or Behavior Perspective – Things leaders do to bring about change in a group

• Power Relationship Perspective – Leaders have power to wield change over others

• Instrument of Goal Perspective – Help others with vision, role modeling, attention

• Skill Perspective – Knowledge & skills that make leaders effective

In actuality, 65 different definitions & counting!65

Process: Transactional event between leader and followerInfluence: Concerned with how the leaders effect followersGroups: Context in where the leadership takes placeGoals: Directing a group of individuals toward accomplishing some task or goal.

“Leadership is a process whereby an individual influences a group of individuals to achieve

a common goal. “-- Northouse

Defined: Process + Influence + Group Context + Goal Attainment

Man

ag

em

en

t vs.

Lead

ers

hip

Management

• Planning & Budgeting

– Agendas

– Time Tables

– Resources

• Organizing

– Provide structure

– Job Placements

– Rules & Procedures

• Problem-Solving

– Develop Incentives

– Generate Solutions

– Take Corrective Actions

Leadership

• Establishing Direction

– Vision

– Big Picture

– Set Strategies

• Aligning People

– Communicate goals

– Seek commitment

– Build Teams

• Motivating

– Inspire and Energize

– Empower Subordinates

– Satisfy unmet needs

Leader or Manager

• External Leadership Theories: Situational, Contingency, Leader-Member Exchange, Transactional, Emotional-Intelligence Based, Transformational, Charismatic, Servant

• Internal Leadership Theories: Leading from the Inside Out, Principle-Center Leadership

“Leaders do the right things while managers do things right.”

- Warren Bennis

“Many managers mistakenly assume that leadership style is a function of

personality rather than strategic choice.”

- Daniel Goleman, Leadership That Gets Results

Are you up for the challenge?

What is your

LEADERSHIP STYLE?

Negative

“Do what I tell you”

Demands immediate compliance

In a crisis, to kick start a turnaround, or with a problem employee

Use with caution; long term use damages morale

Coercive Leadership Style

From Goleman’s Six Styles of Leadership

Overall impact

Leader’s modus operandi

Style in a phrase

When this style works best

Disadvantages

Most strongly positive

“Come with me”

Mobilizes people toward a vision

When change requires new vision; when clear direction is needed

Although powerful, does not work in every situation

Authoritative Leadership Style


Overall impact


Style in a phrase


Disadvantages

Positive

“People come first”

Creates harmony and builds emotional bonds

To heal rifts in a team or motivate people during stressful circumstances

Exclusive use may encourage poor performance and lead to group failure

Affiliative Leadership Style


Overall impact


Style in a phrase


Disadvantages

Positive

“What do you think?”

Forges consensus through participation

To build buy-in or consensus, or get input from valuable employees

Leaders may use style to put off making decisions and create confusion and conflict

Democratic Leadership Style


Overall impact


Style in a phrase


Disadvantages

Negative

“Do as I do, now”

Sets high standards of performance

To get quick results from a highly motivated and competent team

May destroy “climate” and cause loss of initiative and commitment

Pacesetting Leadership Style


Overall impact


Style in a phrase


Disadvantages

Positive

“Try this”

Develops people for the future

To help employee improve performance or develop long-term strengths

Less effective when employees are resistant to learning or changing

Coaching Leadership Style


Overall impact


Style in a phrase


Disadvantages

Break

Break Time


Introduction to Change Management

75

Tao Sheng Kwan-Gett, MD, MPHDirector, Northwest Center for Public Health Practice

Senior Lecturer, University of Washington School of Public Health

Innovation

What is innovation?

in·no·va·tion noun \ˌi-nə-ˈvā-shən\ \

: a new idea, device, or method

: the act or process of introducing new ideas, devices, or methods

Merriam Webster Dictionary

Innovation is Driven by “Eureka” Moments: Myth or Reality?

• Reality: Innovation builds upon the hard work of the past.

• Public health example: The best public health interventions are evidence-based.

We Know History - Innovation is About the Future: Myth or Reality?

• Reality: History can provide important insights that can help us be more effective in the present.

• Public health example: Can we draw upon the experience of past applications of an intervention?

Good Ideas Are Rare: Myth or Reality?

• Reality: Good ideas are common, it’s the conviction to take the risk to invest in them that’s rare.

• Public health example: For innovations to have impact, we have to think about systems and sustainability.

There Is a Method to Innovation: Myth or Reality?

• Reality: You can’t hit a home run every time. Many factors are out of your control. You can do everything right and still fail.

• Public health example: We can’t expect every intervention to have a demonstrable impact, so consider approaching problems with a portfolio of interventions.

We Love New Ideas: Myth or Reality?

• Reality: New ideas often are not appreciated in their time.

• Public health example: We will need to combine advocacy with innovation to implement new ideas for community health.

Five Myths of Innovation

Source: http://sloanreview.mit.edu/article/the-5-myths-of-innovation


Leadership and Organization Change

Force Field Analysis

POSITIVE

NEGATIVE

Why Change Efforts Fail

• Allow too much complacency

• Don’t create a sufficiently powerful guiding coalition

• Underestimate the power of a purpose

• Under communicate the purpose

• Permit obstacles to block the purpose

• Don’t create short-term wins

• Declare victory too soon

• Don’t anchor changes in culture

Consequences of Errors

• New strategies are not fully implemented

• Reorganizations don’t achieve expected results

• Work redesign takes too long and costs too much

• Reductions in numbers of employees do not reduce costs in the long run

• Quality improvement efforts do not deliver expected results

• Organizational goals not accomplished

The Eight Stage Change Process

• Why a process?

• Why eight steps?

The Eight Stage Process

1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a purpose (vision) and strategy

4. Communicating the purpose

5. Empowering the change process

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring change in the culture

Work on an Example

Choose a change that is planned or is something you have thought about doing. Describe it in one sentence [3 minutes]

As each stage is described, write down your plans for handling that change.

Leader and Manager Roles in Change

Leader• Set a direction

• Align people

• Motivate and inspire

Manager• Plan and budget

• Organize and staff

• Control and problem solve

What Change Are You Planning?

3 minutes: Write down a change that you are planning on. This can be something currently announced or in the planning stages or a thought in the back of your mind.

As we go through the stages write down your thoughts about how you will achieve that step.

1. Establishing a Sense of Urgency

• Examine the organizational and political realities of the current situation

• Identify and discuss immediate opportunities and crises, or probable long term opportunities and crises

How do you raise the urgency level?

• Allow systems problems to create crisis instead of continuing band-aid solutions

• Set productivity targets very high

• Hold middle managers for total organizational performance

• Make performance data highly visible

• Connect employee with unhappy clients, suppliers, board members

• Stop happy talk-admit problems

2. Creating the Guiding Coalition

• Organize a group with influence sufficient to lead the change process

• Form a change management team

Key Characteristics of Coalition Members

• Position power in sufficient numbers

• Expertise to create informed, intelligent decisions

• Credibility and reputations to be taken seriously

• Leadership of high quality and sufficient numbers

• Beware of egos, snakes and reluctant players

Building the Coalition

• Find the right people

• Create trust

• Develop a common goal

3. Developing a Purpose and Strategy

• Purpose (Vision)

– Directives

– Management led

– Collaborative

• Strategies

– Experience

– Experts

– Pilot projects

– Trial and error

Why a Purpose?

• Sets general direction of change and simplifies many detail decisions

• Motivates people to take action toward a shared end, even if actions are painful

• Helps coordinate actions

• Eliminates unnecessary activities

Characteristics of an Effective Purpose

• Imaginable

• Desirable

• Feasible

• Focused

• Flexible

• Communicable

The Elevator Speech

“If you cannot describe your vision or purpose to someone in 40 seconds and get their interest, you have more work to do in this phase of the transformation process”

4. Communicating the Purpose

• Use every possible method and medium to communicate the purpose and strategies

• Modeling and demonstrating new procedures and behaviors

Keys to Effective Communication

• Keep it simple and jargon free

• Use metaphors, analogies, and examples

• Use multiple forums

• Repetition, repetition, repetition

• Lead by example

• Explain apparent inconsistencies

• Listen, listen, listen

Examples

Version #1: Through a process of debureaucratization, we will empower our frontline employees to better serve idiosyncratic customer requirements.

Examples

Version #2: We are going to throw out the rule books and give employees more authority to do the right thing for our clients.

5. Empowering the Change Process “Removing Barriers That Box Employees”

• Formal structures make it difficult to act

• A lack of needed skills undermines action

• Personnel and information systems make it difficult to act

• Bosses discourage actions aimed at implementing change

Empowering Employees for Action

• Removing obstacles

• Changing systems that interfere with implementing change activities

• Encouraging risk taking and experimentation

• Broad based delegation of authority

• Building rapid feedback systems

Empowering People to Make Changes

• Communicate a sensible vision to employees

• Remove or change incompatible structures

• Provide needed training

• Align information and personnel systems

• Confront and engage supervisors who block change

6. Generating Short-Term Wins

Why Are They Important?

• Prove that sacrifices are worth the effort

• Reward change agents with recognition

• Help fine-tune purpose and strategies

• Under mine cynics and self-serving resisters

• Keep leaders and managers on board

• Build momentum

How Do You Create Short-Term Wins?

• Plan for highly visible performance improvements

• Organize and implement changes with high probability of success

• Create visibility for leaders and staff associated with successful changes

• Use incentives

7. Consolidating Gains and Producing More Change

• Use early successes to build credibility for additional changes

• Hire and promote successful change agents

• Create energy through new projects and staff

A View of Stage 7

• More change not less

• More help

• More leadership from senior management

• More project management from front line managers

• Reduction of unnecessary interdependencies

8. Anchoring Change in a Culture

• What does it mean?

• How to do it?

Assessment and Measurement

• Focus on outcomes

• Measure for information not “evaluation”

• Understand that change takes time

• Stages of progress lead to the final goal

• Recognize and reward progress

• Make assessment and measurement as important as the process and outcome

Compare your example with your neighbor

Talk together

The Twenty-First Century Organization

Structure

1) Non-bureaucratic, with fewer rules and employees

2) Limited to fewer organizational levels

3) Organized with management leading and employees managing

4) Reduction in silos and internal interdependences

21 Century Organization

Systems

• Dependent on information systems providing more data than in the past

• Widely distributed information

• Widely distributed management training

• Client centered systems dominate

21th Century Organizations

Culture

• Externally oriented

• Empowering

• Quick to make decisions

• Open and candid

• More risk tolerant

• Permeable boundaries

• Change defined

Mechanistic or Organic?

Mechanistic Organic1. Task definition Narrow, Technical Broad, general

2. Individual to org purpose Vague, indirect Clear, direct

3. Task flexibility Specific General

4. Hierarchy control High Low

5. Communication Top down Lateral

6. Decision style Authoritarian Democratic

7. Loyalty emphasis High Low

References

• Kotter, John P, Leading Change, Harvard Business School Press, Boston, 1996.

• Rogers, Richard, Communication and Diffusion of Innovation,

• Senge, Peter, et al., The Dance of Change, Currency Doubleday, New York, 1999.


Dealing with Conflict

123

Neal Dempsey – On an Endurance Mindset

• Neal Dempsey video

https://www.washington.edu/wholeu/2014/07/07/neal-dempsey/


http://tobytripp.github.io/meeting-ticker/

Meetings Bloody Meetings, orGetting Things Done Through Meetings


Meetings Bloody Meetings

Small Group:

Discuss the worst meeting you have ever attended.

What were the characteristics? What about the meeting made it ineffective?

As a group, list the characteristics of a bad meeting.

Meetings Bloody Meetings

Small Group:

Discuss the best meeting you have ever attended.

What were the characteristics? What about the meeting made it effective?

As a group, list the characteristics of an excellent meeting.

To Improve Meetings - PREPARE

1. List topics to be covered.

2. Define meeting goals.

3. Describe the deliverable as a whole and for each topic.

4. Put the topics in logical sequence.

5. Decide process for each deliverable.

6. Decide lead for each topic.

7. Decide who needs to be present.

8. Determine what info needs to be available.

How to Hold an Effective Meeting...

<https://www.youtube.com/watch?v=ZSft2OeMmzQ&list=PLC5ED4AE20EC5BAA5>

https://www.youtube.com/watch?v=ZSft2OeMmzQ&list=PLC5ED4AE20EC5BAA5



Boring meetings suck<https://www.youtube.com/watch?v=ndEAAw64ByY>

https://www.youtube.com/watch?v=ndEAAw64ByY

Chairing a meetinghttps://www.youtube.com/watch?v=oPhKhTI0Lss

https://www.youtube.com/watch?v=oPhKhTI0Lss

Meetings

• Effective meetings

<https://www.youtube.com/watch?v=ZSft2OeMmzQ&list=PLC5ED4AE20EC5BAA5>

• Boring meetings suck

<https://www.youtube.com/watch?v=ndEAAw64ByY>

• Chairing a meeting


• Meeting meter













Talking to Leaders

136

Hilary Karasz, PhD, MA

Communications and influence

137

Break

Break Time


Policy Briefs

139

Policy BriefsWhat, Why, When, and How


Objectives

• Describe the key components of a policy brief

• Identify situations in which a policy brief would be helpful

• Describe the benefits of using a policy brief process and format

• Be able to apply policy brief principles to leadership challenges

It’s About Communication

“Elsas and other researchers say they believe that aspartame can do more damage over a long period of time than federal health officials.”

• —Morning Call, Allentown, PA

What Is a Policy Brief?

• A short and concise document

• that presents facts, policy options, and recommendations

• to policy makers or other influential audience

Key features

• Action oriented

• Audience oriented

Purpose…

• Synthesizes information

• Presents findings and recommendations in a format that easily understood

• Increases the chances that policymakers will read, consider, and apply evidence when making policy decisions

Another Way to Describe a Policy Brief

• A concise summary of

1) A particular issue

2) Recommendations

• Target audience

1) Policy makers or others who make or influence policy

It’s About Communication

"This is the first time there has been institutional support," said Martin Levinson, the director of the drug prevention program in District 30 in Queens. "For the morale of the drug workers, it is a shot in the arm.”

—New York Times

Click icon to add pictureOther Benefits of Developing a Policy Brief

• Clear thinking

• Clear communication

• Common understanding

Clear Thinking • Structure an analysis of an

issue or proposal

• Test clarity of recommendation or desired action

Click icon to add pictureClear Thinking – Common Faults

• Recommendation or proposal is missing or mushy

• Problems and issues not clearly linked to recommendation

• Prematurely wedded to your own selection of the evidence, analysis, or recommendations

Clear Communication• Flexible resource for oral

presentations, PowerPoints, editorials, etc.

• Ensure that the argument is oriented to audience

• Highlight the most important or most compelling points

• Obtain and incorporate critical review and suggestions from others

Click icon to add pictureClear Communication – Common Faults

– Using jargon, acronyms, etc.

– Burying the main points in too much detail

– Losing the interest of the audience before getting to the main point!

Common Understanding• Explicit agreement about the

information and proposal

• Common or coordinated action

• Common talking points

– Key points, facts

– Clear and consistent description of proposed action or recommendation

Click icon to add pictureCommon Understanding – Common Faults

– Supporters sound like they are making different proposals

– Team members discover or air differences of interpretation or approach midway into the process – or in public settings

– Being unwilling to rethink the evidence, analysis, or recommendations

Target a Specific Audience• Most common audience: the

decision-maker

• Other audiences for broad support

• Journalists, leaders of CBOs, community activists

• Leadership or administrators in other government agencies

We Don’t Always Say What We Mean!

“Childbirth is big step to parenthood.”

• “Disciplining Children: Concrete Helps”

Structure of Policy Brief – Simple is Best

Issue: one sentence summary

Recommendation: one or two sentences

Background: several paragraphs to more than half a page

Discussion: several paragraphs to more than half a page

Conclusion or Summary: several sentences to one paragraph

Structure of Policy Brief

Length: Maximum one page front and back

Title or Subject: Carefully craft to be clear and engaging

Format: Your organization may have preferred formats

Process: Suggestions

Defining the Problem or Issue

“The task force said it looked at hunger as a social problem in which some people cannot obtain adequate amounts of food.”

—Sonja Hillgren, Boston Globe

Statement of Proposal or Recommendation

• Test for clarity and effectiveness

• Confirm that this is supported by the evidence and analysis

• Make recommendations realistic. Policymakers will be more interested in recommendations that they can implement, that are politically, economically, socially, and technically feasible

• Refining may be an iterative process

Click icon to add pictureWho Is the Audience?

Whose agreement, authority or resources are needed?

Answer the questions:

– Why is the topic important to this audience?

– Why should they care?

Building the Policy Brief

• Structure the text in a logical manner

• Keep the paragraphs short and restricted to a single idea

• Reduce detail to only what reader needs to know

• Explain how policy changes improve the situation

• Consider advantages and disadvantages of each serious option

• Provide concrete facts or examples to support assertions

• Use more headings and subheadings

• Re-read each paragraph and ask yourself “so what?”

Ways to Write a Policy Brief

• Start at beginning

• Start at end

• Combination of two

Start at the Beginning

First, write the introduction

Then, work out the structure

Write the body

Put the supporting material together: the cases, boxes, tables, graphics, photos, etc.

Write the recommendations

Rearrange the text so the recommendations come at the beginning

1

2

3

4

5

6

Write the recommendations

Work out the structure, body, and supporting material

Write the introduction

Rearrange the text

Start at the End

1

2

3

4

Rats! A Public Health Policy Brief Story

Problem

• Poor rat control by the county, creating health risk

• Six county depts with partial responsibility, depending on where the rat was seen

Click icon to add pictureProposed Action

Create and fund centralized rat control program in the health department

Click icon to add pictureEvidence

• Anecdotes by staff and a couple of commercial property owners

• Knowledge from PH history that rats are unhealthy

• Common sense conviction that this is a poor approach

Department Director's Initial Response

• Where is the evidence that this is creating public health problems in our community?

• Where is the evidence that this is any kind of problem for the county?

• "I don't want to be known as the rat department!"

Next Step: Reassess Approach

• Find creative way to collect evidence

1) The county has excessive and uncontrolled rats

2) This is causing current and significant problems

• Consider how to redefine the problem in terms that are meaningful to director and county board

Talking About Rats….

“Do not sweep an area where there have been rodents with a broom.”

• —Recommendation from guidelines issued by a past public health official

for rodent control

New Evidence

• Maps: number of rat reports or sightings on or near restaurant and grocery store properties

• Number of complaints received by several departments

• Anecdotal complaints from vocal citizens

• Enlarged photos of rat presence and rat damage in high income neighborhoods, new high-rise condos, and high profile shopping mall

Policy Brief Reframed

Old New

Problem • Poor rat control by the county, creating health risk

• Six county depts with partial responsibility

Uncoordinated system for rat control, resulting in property damage and community dissatisfaction

Proposed action



Evidence • Anecdotes by staff and a couple of commercial property owners

• Knowledge from PH history that rats are unhealthy

• Common sense conviction that this is a poor approach

• Strong and vivid • Relevant to director’s values and

priorities

Results

• Department director convinced

1) Need was real

2) Good for department image

• Director arranged for presentation to county board

• County board approved centralized program for rat control (funding for three staff)

• Other departments appreciated removal of burden

• A commendation for pro-active work!

Common Problems with Public Health Policy Writing

• Jargon

• Too much detail

• Assuming that “the facts will speak for themselves”

• Burying the key point

• Unclear about the recommendation or proposed action

1) Discussion focuses excessively on the problem and little about the possible solutions

Any Questions?


Racial, Ethnic, Gender, and Generational Aspects of Leadership

178

Susan and Bud

Debrief and Next Steps

179

Leadership in Changing Times Bud Nicola, MD, MHSA and Susan Allan, MD, JD, MPH.

Documents

Transcript of Leadership in Changing Times Bud Nicola, MD, MHSA and Susan Allan, MD, JD, MPH.