C/SNA Leaders in Action

1. C/SNA Leaders in Action Presented by: Lori Chovanak and Tobi Lyon Moore

2. Effective Leadership in a Member Driven Organization Lori Chovanak, MN, APRN-BC Chief Executive Officer Ohio Nurses Association

3. Objectives Discuss effective approaches for association leadership in a member driven organization. • Describe effective leadership styles in organizations with varying member generations and transitioning business age. • Explore methodical approaches for leading successful change

4. Relationships within Association • Elected President and Executive Director • Board of Directors and organizational staff • Strategic Planning • Media and Public Relations • Individual Interest vs representation of constituents. • Conflict of Interest

5. A new age of leadership! • Moving from the Industrial Age to the Digital Age

6. Previous Leadership • Compact and neutralized focus • Analysis • Discrete actions • Individual role focus (Porter-O’Grady, 2015)

7. New Leadership Approach • Broader focus • Envision the whole • Integration of all • Relatedness • Team action (Porter-O’Grady, 2015)

8. Strategic Leadership • Actual Reality -Immediate attention • Potential Reality -Not yet experienced (Porter-O’Grady, 2015)

9. Influential Leadership Destination vs Journey • Leadership is perpetual • Influence circumstance • Evaluate the consequence (Porter- O’Grady, 2015)

10. Leading in a climate of change! • Comfortable with ambiguity of actual and potential reality • Comfort with chaos of constant change • While….. being human (Porter O’Grady, 2015)

11. Leading in a climate of Change! • Operational Expert • Anticipate change • Guide the experts • Move activities impacted by change (Porter O’Grady, 2015)

12. Leading in a climate of Change! • Vision of team is strength • Complacency is ineffective and unacceptable • What about resisting, avoiding, or blocking change? • Easiest • Halts, prevents ability of any organization to thrive.

13. Leading in a climate of Change! Members/Customers/Affiliates • Strongest foundation • Connection to individuals vs organization • Personable not personal

14. Key principals • All actions reflect on the organization as a whole

15. Key Principals….. • Authority moves between people

16. Key Principals….. • Increased interaction of our work allows for more fluid, responsive and adaptable association

17. Key Principals….. • Relationship building is primary

18. Key Principals….. • Acknowledging our unique individual contributions is vital

19. Key Principals….. • Supporting, challenging, and assisting each other are vital to team outcomes

20. Nursing commitment to Advocacy • “But in both (hospitals and private houses), let whoever is in charge keep this simple question in her head, (not, how can I always do this right thing myself, but) how can I provide for this right thing to be always done?” • Florence Nightengale

21. Nurses Code of Ethics Provision #6 • The environment and moral virtue • The environment and ethical obligation • Responsibility for healthcare and the environment • American Nurses Association 2015

22. Code of Ethics Provision #7 • Contributions through research and scholarly inquiry • Contributions through developing, maintaining and implementing professional practice standard • American Nurses Association 2015

23. Code of Ethics Provision #8 • Health is a universal right • Collaboration for health, human rights, and health diplomacy • Obligation to advance health and human rights and reduce disparities • American Nurses Association 2015

24. Code of Ethics Provision #9 • Articulation and ascertainment of values • Integrity of the profession • Integrity of social justice • Social justice in nursing and health policy American Nurses Association 2015

25. Integrity of the Profession Gallup’s annual Honesty and Ethics survey • “Most trusted” • 82% High or very high • Since 1999 , except 2001!

26. Low Gallup ratings • Only 20% of U.S. adults consider Lawyers to be honest and ethical, followed closely by TV reporters (20%), advertisers (14%), and state legislators (14%). The lowest-rated professions fit well with the stereotypes associated with those professions: car salespeople (9%), members of Congress (8%), and Lobbyists (6%). • http://www.webpronews.com/nurses-top-2015-gallup-honesty-and-ethics-poll-2015

27. Leading change • Leading change is the nurses “care” of the system and environment in which our nursing is conducted. Caring for the system allows us to better care for our patients.

28. Leading change….. • Why pursue change? Implementing change in healthcare is complex. • Better patient outcomes • Higher level of practice • Evidence supports • Patient safety/Reduce patient harm • Professional satisfaction

29. Leading change…… • Theories on leading change • Lewin’s- Three step • Roger’s- Five step • Spradley- Eight step • Others

30. Lewin • Lewin’s Theory • Unfreeze • Change • Refreeze

31. Roger’s Theory Roger’s Decision Innovation – Five step • Knowledge- Exposure to the idea • Persuasion- Actively seeking of details • Decision- Weight pro and cons for pursuit • Implementation- employment of the change • Confirmation- Final decision to confirm change

32. Leading change… • Spradley’s Theory • Recognize • Diagnose • Find solutions • Select a solution • Plan the change • Implement the change • Evaluate the change • Stabilize the change

33. Change Resistance • Personal adversity to change • Might not understand the problem • Discomfort with the process chosen to implement change

34. Change Resistance and Challenge Key challenges: • Convincing people that there is a problem that is relevant to them. • Convincing them that the solution is the right one. • Data collection and/or monitoring • High expectations and ambitions

35. Change Resistance and Challenge Key challenges continued………. • Capacity to address issue • Lack of engagement • Incentivizing participation • Sustaining the change • Unintended consequences

36. Methods to follow for Change Methodical steps for change • Identify a need for change • Research the problem • Identify solutions • Gather a coalition • Plan the change • Implement the change • Evaluate • Make it stick! (Kotter, John P. 1996)

37. Planning and Organizing Change • Planning and organizing a change process • Readiness for change • Unearth any dissatisfaction with the current process • Anticipate the opposition • Promote participation of others • Develop and communicate a clear and consistent plan • Ensure the change becomes a permanent part of the organizational culture.

38. Change Agent tips! What can you do to help your own change? • Celebrate small achievements • Be willing to change directions • Who takes the credit? • Who is are your friends?

39. Leading change….. “Many of us know a lot about something and that something could be valuable to someone else.” Yoder-Wise, P. (2008)Transferring knowledge: the goal of continuing education/continued competence Journal of Continuing Education in Nursing 39; 9 pp.387

40. References • Porter-O’Grady, Tim, Malloch, Kathy (2015) Quantum Leadership: building better partnerships for sustainable health. Fourth edition; Jones and Bartlett Inc. Burlington, MA. • Yoder-Wise, P. (2008)Transferring knowledge: the goal of continuing education/continued competence Journal of Continuing Education in Nursing 39; 9 pp.387 • Kotter, John P. (1996) Leading Change: Harvard Business School Press Boston, MA. • http://www.webpronews.com/nurses-top-2015-gallup-honesty-and-ethics-poll-2015 • http://www.nursingworld.org/DocumentVault/Ethics_1/Code-of-Ethics-for-Nurses.htm