Transcript Leadership Alignment

Dean’s Diversity
Seminar Series
Paul L. Foster School of Medicine
R. Kevin Grigsby
Sr. Director, Leadership & Talent
Development
March 2013
Objectives
1. Understand why it is so difficult to make
changes in the academic health systems
2. Understand the nature of a complex, adaptive
system
3. Learn to make creative use of influence as a
leadership tool
4. Learn a new tool to communicate any idea in
30 seconds or less
5. Gain familiarity with strategic intent and how to
communicate it successfully
Population demographics are changing
dramatically – and not everyone is happy
about it!
Southern Poverty Law Center: Excellent description in simple
language
http://www.tolerance.org/activity/test-yourself-hidden-bias
3
What You Don't Know:
The Science of Unconscious Bias and What To
Do About it in the Search and Recruitment
Process
https://www.aamc.org/initiatives/leadership/recruit
ment/178420/unconscious_bias.html
“There is overwhelming scientific evidence
that unconscious bias may influence the
evaluation and selection of candidates from
entry-level to leadership positions in all types
of organizations, including medical schools
and teaching hospitals.”
“The AAMC presentation, created for
academic medicine audiences, is designed to
acquaint search committees and others with
this research as one step toward mitigating
the effects of unconscious bias.”
Hidden bias
•
Biases, thought to be absent or extinguished,
remain as "mental residue" in most of us.
•
People can be consciously committed to
egalitarianism, and deliberately work to behave
without prejudice, BUT continue to have hidden
negative prejudices or stereotypes.
•
It’s not a conscious process – it happens
unconsciously
•
Changes in behavior can modify bias and
stereotyping
Complex, adaptive systems
• Comprise a large number of elements
• Self organizing and interactive in nature
• Able to adapt to changing conditions
• Emergent properties are common
• Increases the survivability of the macro-system
• Examples: Internet; global economy; embryo
Complex, adaptive systems
• Complex, adaptive systems cannot reach full
potential using command and control
• Learning how to influence is necessary
• Adaptation is critical and requires integrating
multiple organizational components
• Biggest risk? Diffusion rather integration
• Diffusion creates silos . . .
• Many exist now in the academic health
enterprise
We need leaders equipped to lead in
the face of these changes:
•Greater ability to tolerate risk
•Greater ability to tolerate ambiguity
•An organizational culture reflective of a complex,
adaptive system
•Paying attention to organizational culture as much
as we pay attention to strategy
10
Change in the academic health
enterprise
In the past, change was slow and incremental.
Those days are over!
• Deep change is the norm
• New ways of thinking and behaving are
necessary
• Tolerating risk and giving up control are
common
• Learning to tolerate ambiguity is crucial
Are You Leading Now?
“Vision without action is a daydream,
Action without vision is a nightmare.”
Japanese proverb
Or Is the Tyranny of the
Urgent Leading You?
“Life is what happens to you while you
are making plans to do something else.”
The Tyranny of the Urgent
Something always needs to be done
RIGHT NOW!
Feels like “putting out fires”
The Conspiracy of Interruption
Just when you get to the point of thinking you can
do what you want to do –
Another URGENT need for action
appears in your path!
People work in nonprofits to
find meaning
•Self-awareness – know your own moods and
recognize how they effect others
•Self-management – control emotions and act with
integrity and authenticity
•Social awareness – empathy and organizational
intuition – show you care
•Relationship management – Communicate
clearly, disarm conflict, build strong personal
relationships
Goleman, Boyatzis, McKee, 2002.
What does it take to change?
• A clear, compelling case for change is necessary but
not sufficient.
• A thoughtful change strategy must be developed
before leaving the present state.
• People want to know how they will get to the new
state (action steps, support, rewards).
• They want to know what it will be like when they
arrive (vision, roles, responsibilities, rewards).
• And they want acknowledgment of their real losses.
If things were simple, word would
have gotten around.
-
20
Jacques Derrida
People will change when what
they value is threatened
Examples:
One’s self image as an attractive, healthy, active
person is challenged.
How?
You overhear a child describe you as “that fat guy
over there.”
A common belief:
“Life is what happens to you. You have
no say in what comes your way. Take
what comes and make the best of it.”
Where Does Change Start?
It’s transformational – and it starts by building from
the self up.
Erhard, Jensen, Granger, 2012.
Change process in people
1. Pre-contemplation
2. Contemplation
3. Preparation
4. Action
5. Maintenance
6. Termination
Prochaska & Diclemente, 1986.
Change process in people
1. Pre-contemplation
2. Contemplation
3. Preparation
4. Action
5. Maintenance
6. Termination
Prochaska & Diclemente, 1986.
Pre-Contemplation
“Ignorance is bliss.”
Have not considered change, but you know you.
Ask yourself “What is holding me back?” What
will it take for me to make a commitment?
Contemplation
“Sitting on the fence.”
•
Seriously considering change, but not yet
ready to start the change process. Ask yourself
“What is holding me back?” What will it take to
make a commitment to weight loss and
exercise?
Preparation
“Testing the waters.”
•
You made a commitment to action. Think
about the details involved. Will you take the
stairs rather than the elevator? Order a la
carte instead of having the buffet? Track your
food intake and daily exercise routine?
•
Set some goals: One day, one week, one
month, three months. Determine how you will
reward yourself for accomplishing each goal.
Action
“Practicing new behaviors.”
•
Put your plan in motion. Make your schedule
and environment conducive to being active.
Take the stairs, not the elevator. Don’t get the
buffet. Go to the fitness center.
•
Think in the long-term and stick to the plan.
Reward yourself for sticking to the plan.
Maintenance
“Sustaining new behaviors.”
•
You are on your way to success. You have
demonstrated the new behavior and sustained
it over a specific time period – 6 months.
•
Create a mental image of yourself exercising.
Tell yourself you are an active person and then
enact it.
Termination
“Consistent enactment of new behavior.”
You did it! You are more active, less sedentary.
Congratulations!!!
Relapse
“Fall from grace (or off the wagon).”
•
Resumption of negative behaviors.
•
Consider it to be a part of recovery. Use it as
impetus for developing better coping
strategies.
Communication
• Communication is essential to any successful
change strategy.
• Our organizations are known for insularity,
“tribalism”, and “silos.”
• Communication across our organizations is
slow, fraught with misinformation, and often
arrives too late to make a difference.
• Change that runs counter to the prevailing
organizational culture cannot be sustained.
Changing people can change the
culture. Changing culture can
change people.
Message Mapping: How to Pitch Anything
in 15 seconds
http://www.youtube.com/watch?v=phyU2BThK4Q&feature=player_embedded
Twitter Friendly
Headline – 140
Core
Message
characters or less
If you have 30 seconds,
include additional points!
Point 3
Point 1
Point 2
3 Supporting Points –
easy to remember
In 15 seconds…
Our campus
needs to reflect
the diversity of
our community
and nation
In 30 seconds…
Improves Med Education
Shows our commitment to the community
Consistent with our values
Exercise
1. Think of an idea/concept you want to
communicate
2. Use message mapping to describe the concept
and three supporting points within a 15-30
second time period
3. Share your message with others seated near
you
Strategic Intent
1. A strategic theme filled with emotion for the
whole organization
2. A compelling statement about where an
organization is going that succinctly conveys a
sense of what the organization wants to
achieve long-term
3. “Adds clarity, gives focus, inspires people . . . ”
4. “Direction, discovery, and destiny . . .”
Example: Canon – “Beat Xerox.”
Hamel G, Prahalad, CK, 1989.
Meta-Messaging Exercise
•
Work with a group of 5-8 to reach consensus about a
message you wish to communicate widely
•
Refine the message to the point where ANYONE can
“get it” by walking past you and reading the message
on a T shirt
•
Using words and graphics, create a message designed
to appear on a T-shirt
•
Explain your design to everyone
References (1)
Argyris C. Teaching Smart People to How to Learn. Harvard Business
Review. May-June 1991, 99-109. Reprint 91301.
Cohen AR, Bradford DL. Influence without Authority. New York: John Wiley &
Sons, 1991.
Erhard WH, Jensen MC, Granger KL. Creating Leaders: An
Ontological/Phenomenological Model. In Snook S, Nohria N, Khurana R.
The Handbook for Teaching Leadership: Knowing, Doing and Being.
Sage, 2012: 245-262.
Frisina ME. Influential Leadership. Chicago: AHA Press, 2011.
Goleman D, Boyatzis R, McKee A. Primal leadership: Realizing the power of
emotional intelligence. Harvard Business School Press, 2002.
Grigsby RK, Hefner DS., Souba WW., Kirch DG. The future-oriented
department chair. Academic Medicine 2004; 79 (6):571-577.
References (2)
Oshry B. Middles of the World, Integrate! Boston: Power and Systems
Training, Inc., 1982.
Pfeffer J, Sutton RI. The Smart-Talk Trap. Harvard Business Review. MayJune 1999, 135-142. Reprint 99310.
Schein EH. Organizational Culture and Leadership (2nd ed.). Jossey-Bass,
1992.
Wiseman E. Multipliers. Harper Business, 2010.
Management defined:
http://managementinnovations.wordpress.com/2008/12/03/definemanagement-its-functions/
Message mapping:
http://www.youtube.com/watch?v=phyU2BThK4Q&feature=player_embedded