Read The Leadership Journey: Chart Your Course text version

Child Life Council 26th Annual Conference on Professional Issues

The Leadership Journey: Chart Your Course

Presented By:

Jerriann Wilson, CCLS, Retired Director of Child Life, Johns Hopkins Children's Center Chris Brown, CCLS, Director, Child Life, Dell Children's Medical Center of Central Texas Sheila Palm, CCLS, Child Life System Leader, Children's Hospitals and Clinics of Minnesota Traci Woods, CCLS, Child Life Clinical Coordinator, Florida Children's Hospital Diane Hart, CCLS, Site Supervisor, BC Children's Hospital

The Leadership Journey: Chart Your Course ­The Leadership Essentials

Kouzes and Posner Five Essential Practices K&P Commitments K&P Action Points John Maxwell

Modeling the Way Clarify personal beliefs and values Deeds and words consistent Set the example Demonstrate in daily actions commitment to your beliefs Build consensus around shared values; can't impose values Effort, steadfastness, competence, attention Keep operational and strategic plans; goals and priorities day-to-day Telling stories, being visible, asking questions to help others think about priorities Lead thru direct individual involvement and action

1. Find your voice by clarifying your personal values

1.1 Look in the mirror. 1.2 Take time for contemplation. 1.3 Write a tribute to yourself. 1.4 Record the lessons from the leaders you admire. 1.5 Write your credo. 1.6 Engage in a credo dialogue and assessment. 1.7 Collect stories that teach values. 1.8 Audit your ability to succeed.

Indispensable Qualities * Character ­ be a piece of the rock * Initiative - Initiate a connection with followers; look for opportunities and be ready to take action * Positive attitude - your people are a mirror of your attitude * Responsibility ­ if you can't carry the ball, you can't lead the team

2. Set the example by aligning actions with shared values.

2.1 Create alignment around key values. 2.2 Speak about shared values with enthusiasm and confidence -- even drama. 2.3 Teach and reinforce through symbols and artifacts. 2.4 Lead by storytelling. 2.5 Put story telling on your meeting agendas. 2.6 Ask questions. 2.7 Keep score. 2.8 Do a personal audit.

* Self-discipline ­ the first person you lead is you * Servanthood ­ to get ahead, put others first Irrefutable Laws * Law of solid ground ­ trust is the foundation of leadership * Law of respect ­ people will naturally follow leaders stronger than themselves * Law of sacrifice ­ a leader must give up to go up

Kouzes & Posner Practices Inspiring a Shared Vision Vision, dreams of what could be Confidence in abilities to make extraordinary things happen Envision the future Desire to make something happen, change how things are Enlist, inspire others in the vision Understand needs of others; must accept vision as their own Energize and uplift Leadership is a dialogue How is the vision for the common good? Forge unity of purpose; communicate passion thru language and expressive style Leaders' excitement is catching "Inspire" literally means "breath life into"

K&P Commitments 3. Envision the future by imaging exciting and ennobling possibilities.

K&P Action Points 3.1 Read a biography of a visionary leader. 3.2 Think about your past. 3.3 Determine the "something" you want to do. 3.4 Write an article about how you've made a difference. 3.5 Write a vision statement. 3.6 Become a futurist. 3.7 Test your assumptions. 3.8 Rehearse with visualizations and affirmations.

John Maxwell Indispensable Qualities * Charisma * Commitment ­ it separates the doers from the dreamers * Passion ("When a leader reaches out in passion, he is usually met with answering passion) * Vision ­ you can only seize what you can see Irrefutable Laws * Law of influence * Law of EF Hutton ­ when the real leader speaks, people listen * Law of respect * Law of magnetism ­ who you are is who you attract * Law of buy-in ­ people buy into the leader, then the vision

4. Enlist others in a common vision by appealing to shared aspirations.

4.1 Get to know your constituents. 4.2 Find the common ground. 4.3 Develop a collective vision statement. 4.4 Expand your communication skills. 4.5 Breath life into your vision. 4.6 Speak from the heart. 4.7 Listen first -- and often. 4.8 Hang out.

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Kouzes & Posner Practices Challenging the Process Seek and accept challenge; versus waiting for luck Cutting edge service, spearheading a new campaign, change from status quo Step into unknown, search for opportunities Needs experimentation and risk taking Little victories piled upon each other; incremental steps Not everyone equally comfortable with risks Some mistakes and failure to be expected; create climate to learn from mistakes

K&P Commitments 5. Search for opportunities by seeking innovative ways to change, grow, innovate, and improve.

K&P Action Points 5.1 Treat every job as an adventure 5.2 Seek meaningful challenges for yourself. 5.3 Find and create meaningful challenges for others. 5.4 Add fun to everyone's work. 5.5 Question the status quo. 5.6 Renew your teams. 5.7 Create an open-source approach to searching for opportunities. 5.8 Send everyone shopping for ideas. 6.1 Set up little experiments and develop models. 6.2 Make it safe for others to experiment 6.3 Break mindsets 6.4 Break it up and break it down. 6.5 Give people choices. 6.6 Accumulate yeses. 6.7 Admit your mistakes. 6.8 Conduct pre- and postmortems for every project.

John Maxwell Indispensable Qualities * Teachability ­ to keep leading, keep learning * Discernment (discover root issues; enhance your problem solving; evaluate your options for maximum impact) * Problem solving (anticipate problems; see big picture) Irrefutable Laws * Law of the lid ­ leadership ability determines a person's level of effectiveness (learn, grow, change) * Law of process ­ leadership develops daily, not in a day * Law of intuition ­ leaders evaluate everything with a leadership bias (problem solving, resources) * Law of the "big mo" ­ momentum is the leader's best friend * Law of priorities ­ leaders understand that activity is not necessarily accomplishment

6. Experiment and take risks by constantly generating small wins and learning from mistakes.

Kouzes & Posner Practices Enabling Others to Act Leadership is a relationship Take risks, make changes, keep organizations and movements alive Dreams/vision won't become reality thru the actions of a single person Foster collaboration, build trust Involve everyone in some way Possible for all to do good work Not just a small group of peers, direct reports, loyalists ­ but also clients, peers, managers, suppliers, community.... How others do best work; feel competent? Sense of personal power and ownership Trust others; give them discretion, more authority, information; use energy to produce extraordinary results Teamwork, empowerment; essential Exceed own expectations

K&P Commitments 7. Foster collaboration by promoting cooperative goals and building trust.

K&P Action Points

John Maxwell Indispensable Qualities

7.1 Conduct a collaboration audit. 7.2 Be the first to trust. 7.3 Ask questions, listen, and take advice. 7.4 Always say we. 7.5 Create jigsaw groups. 7.6 Focus on gains, not losses. 7.7 Make a list of alternative currencies. 7.8 Take a lot of human moments. 7.9 Create places and opportunities for informal interactions.

* Relationships ­ if you get along, they'll go along Irrefutable Laws * Law of navigation ­ anyone can steer the ship but it takes a leader to chart the course * Law of empowerment * Law of reproduction ­ it takes a leader to raise up a leader

8. Strengthen others by sharing power and discretion.

8.1 Offer visible support. 8.2 Assign critical tasks. 8.3 Enrich people's jobs. 8.4 Use modeling to develop competencies. 8.5 Stop talking and start building at staff meetings. 8.6 Enlarge people's sphere of influence. 8.7 Educate, educate, educate. 8.8 Create a learning climate.

* Law of victory ­ leaders find a way for the team to win * Law of explosive growth (leaders who develop leaders multiply their growth)

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Kouzes &Posner Practices

K&P Commitments 9. Recognize contributions by showing appreciation for individual excellence

K&P Action Points

John Maxwell Indispensable Qualities

Encouraging the Heart Focus on clear standards Expect the best Pay attention Personalize recognition, not pretentious ceremonies Movement long and arduous People get exhausted, frustrated, disenchanted; tempted to give up Recognize contributions Small victories along the way Values honored Encouragement is serious business Help people see the benefits and value Celebrations, rituals come from the heart Build collective identity, community spirit

9.1 Be creative about rewards. 9.2 Make recognition public. 9.3 Provide feedback en route. 9.4 Be a Pygmalion. 9.5 Foster positive expectations. 9.6 Make the recognition presentation meaningful. 9.7 Find people who are doing things right. 9.8 Don't be stingy about saying thank you.

* Generosity ­ your candle loses nothing when it lights another * Listening ­ to connect with their heart, use your ears * Security - secure enough in self to give credit to others; listen to others' ideas; celebrate others' victories Irrefutable Laws

10. Celebrate the values and victories by creating a spirit of community.

10.1 Schedule celebrations. 10.2 Install a public "Bragging Board." 10.3 Create a commemorative award honoring exemplary actions. 10.4 Demonstrate caring by waling around. 10.5 Show passion and compassion. 10.6 Be a cheerleader -- YOUR way. 10.7 Have fun. 10.8 Set the example -- plan a celebration right now.

* Law of connection ­ leaders touch a heart before they ask for a hand

Adapted from: Kouzes, J.M. and Posner, B.Z. (2007) The Leadership Challenge Maxwell, J. (2007) The 21 Indispensable Qualities of a Leader Maxwell, J. (2007) The 21 Irrefutable Laws of Leadership

May 2008

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The Leadership Journey: Chart Your Course ­The Executive Summary This all-day intensive will focus on leadership development for child life specialists in a variety of settings who are at different stages in their careers. Although it will be useful for current managers or leaders who are new to the manager role, it is also designed for those individuals who wish to grow and develop within their programs. The workshop will use a variety of methods such as didactic, assessment, as well as activities; there will be a heavy emphasis in each section on communication and engaging change. Vignettes of real-life examples, such as effective team building, setting strategic goals, project management, and presentation skills will be used to clarify different aspects of leadership. Attendees will be asked to think about the kinds of skills and leadership position or role they want and to come to this session with ideas or a plan of where they are now and where they want to be. Participants will practice identifying and understanding the value system in their own organization and will be more effective at mobilizing others in their achievements.

The Leadership Journey: Chart Your Course ­The Outline I. Introduction II. Leadership and Management Skills as Part of Professional Practice III. Five Practices of Exemplary Leadership - Kouzes & Posner a. Model the Way b. Inspire a Shared Vision c. Challenge the Process

d. Enable Others to Act e. Encourage the Heart IV. Use of Self-Assessment Tool to Identify Skills & Strengths V. Interactive Group Work Based on the Five Practices VI. Summary

May 2008

The Leadership Journey: Chart Your Course ­ The Presenters Jerriann Wilson, MEd, CCLS Retired Director of Child Life Johns Hopkins Children's Center 584 Richard Way Severna Park, MD 21146 (410) 544-0806 [email protected] Chris Brown, MS, CCLS Director, Child Life and Family-Centered Care Dell Children's Medical Center 4900 Mueller Blvd. Austin, TX 78723 (512) 324-0146 [email protected] Diane Hart, MA, CCLS Site Supervisor, Child Life Department BC Children's Hospital Room 3M47, 4480 Oak Street Vancouver, B.C. V6H 3V4 (604) 875-2345 ext. 7687 [email protected] Sheila Palm, MA, CCLS Child Life System Leader Children's Hospitals and Clinics of Minnesota 2525 Chicago Avenue Minneapolis, MN 55404 Minneapolis Campus: (612) 813-6937 St. Paul Campus: (651) 220-6937 [email protected] Traci Woods, CCLS Manager of Children & Family Services Florida Children's Hospital 601 East Rollins Street Orlando, FL 32803 (407) 303-5585 [email protected]

May 2008

The Leadership Journey: Chart Your Course ­ The Bibliography Annotated Bibliography: 1) Ball, James. (2001). Professionalism is for Everyone. Reston, VA: The Goals Institute. This brief, simple manual describes five keys of professionalism, applicable to anyone in any role, including (1) Character, (2) Attitude, (3) Excellence, (4) Competency, and (5) Conduct. It goes on to describe specific behaviors and the "Dos" and "Don'ts" relevant to the enhancement of each. 2) Collins, Jim. (2001). Good to Great. New York: HarperCollins. This book is based on a 5-year research study to answer "Can a good company, become a great company?" It focuses on what the differences are between good and great companies through comparisons and case studies. The differences range from people to principles and conclude that specific traits/events are associated with transforming from good-to-great. 3) Covey, Stephen. (1990). Principle-Centered Leadership. New York: Simon & Schuster. Covey applies natural laws, or principles, of life to organizations. While incorporating the Seven Habits of Highly Effective People, Covey explains the principles of Security, Guidance, Wisdom, and Power, and discusses how these principles will result in personal and organizational transformation. 4) Goleman, D., Boyatzis, R.E, & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. New York: Simon & Schuster. These authors examine the relationship between Emotional Intelligence (EI) and successful leadership. Fundamental to this book is the distinction between leaders who exhibit "resonance," defined as bringing out the best in people by being positive about their emotions, and those who display "dissonance," defined as bringing out the worst in people by undermining their emotions. The four dimensions of EI, which are self-awareness, self-management, social awareness, and relationship management, are described; as well, the different types of leadership styles (for example, visionary, coaching, commanding etc.) are examined. 5) Harvard Business School Publishing. (2006). Leading People-Expert Solutions to Everyday Challenges. Boston: Harvard Business School Publishing. Part of the Pocket Mentor Series, this 82 page book focuses on how to work at being a leader by setting a direction, inspiring others, creating a vision, and implementing change. It includes case examples, self tests, personal checklists, and a bibliography. 6) Hunter, James C. (2004). The World's Most Powerful Leadership Principle-How to Become a Servant Leader. Colorado Springs, CO: WaterBrook Press. This concise book, filled with practical and understandable principles, defines a philosophy of leadership based not on being "the boss" or "head honcho" but on serving others. Hunter focuses on the responsibilities, skills and character needed to influence people to enthusiastically work toward goals identified as being for the common good and includes a leadership skills inventory tool. 7) Kotter, John P. (1996). Leading Change. New York: Simon & Schuster. Kotter calls on the need for effective leadership to make change happen and identifies the most common mistakes leaders make in attempting to create change and offers an eight-step process to overcome the obstacles. These include establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. He maintains these steps will create lasting organizational transformation. 8) Kotter, John P. and Cohen, Dan. S. (2002) The Heart of Change: Real-Life Stories of How People Change Their Organizations. Cambridge, MA: Harvard Business School Press. In this follow-up to his classic Leading Change (1996) Kotter and Cohen describe eight steps to influence or implement change. From building the guiding team, to getting the vision right, and making change stick the examples shared demonstrate how to follow a process to address your own change goals.

9) Kouzes, James & Posner, Barry. (2007). The Leadership Challenge, 4th Edition. San Francisco: JosseyBass. This is an inspiring book that highlights Five Practices of Exemplary Leadership ­ Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. Kouzes and Posner provide a very thorough portrayal of leadership through these five practices that are identified as being key for successful leadership. The book focuses on how ordinary people exercise leadership and in the process become effective leaders who get extraordinary things done in their organizations. 10) Maxwell, John. (2007). 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow. Nashville: Thomas Nelson. Maxwell focuses on "becoming the person others will want to follow" as he discusses the qualities that will make you a leader on "the inside" which will then allow you to become a leader on "the outside." This 156 page book presents succinctly and clearly each characteristic (e.g., character, charisma, commitment). There is also a workbook. 11) Maxwell, John. (2007). 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You. 10th Anniversary Edition. Nashville: Thomas Nelson. The 21 Laws and the companion workbook are a toolbox for anyone on a personal leadership journey. Maxwell draws from his divinity and business experience in delineating these essential principles that maybe studied individually as well as in total with chapter conclusions for applying the lessons to life. 12) Maxwell, John. (2005). 360o Leader. Nashville: Thomas Nelson. Although the concept of 360o leadership involves leading up, leading across, and leading down, Maxwell believes that the middle of an organization is an ideal place to initiate change and broaden one's influence. He gives many examples, primarily from business, that help illuminate and clarify his thesis. 13) Morgan, Angie & Lynch, Courtney. (2006). Leading from the Front-No Excuse Leadership Tactics for Women. New York: McGraw-Hill. The authors are two women who began their leadership training as officers in the U.S. Marine Corps and eventually co-founded the Lead Star consulting firm. Their book is a very readable, practical approach that summarizes 10 key practices to becoming a powerful leader and differentiates between leadership and management. 14) Patterson, Kerry, Grenny, Joseph, Maxfield, David, and McMillan, Ron. (2007) The Influencer: The Power to Change Anything. New York: McGraw-Hill. The authors of the best seller Crucial Conversations share powerful strategies to create change. Using inspirational examples of real people influencing change in their lives, their work, and their community, the power of influence is eloquently illustrated. 15) Senge, Peter. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. New York: Doubleday. The Fifth Discipline uses theory and practical approaches to discuss how to build a learning organization with shared vision. It describes each of the 5 disciplines: systems thinking, personal mastery, mental models, building a shared vision, and team learning and also describes the learning "disabilities" that plague companies. Emphasis is on how we think, interact, and learn with one another to create positive results. 16) Studor, Quint. (2003). Hardwiring Excellence. Gulf Breeze, FL: Fire Starter Publishing. Studer outlines his personal journey from special education teacher through senior health care administrator to illustrate his "healthcare flywheel" concept of identifying core principles or purposes, measuring pillar results, and capturing the passion for service delivery. Since 1999, The Studer Group has offered consultation for health care organizations using evidence-based tools to create, enhance, and sustain quality indicators such as patient satisfaction, employee retention, and financial outcomes. May 2008

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