The Role of the Leader In Crisis Management

1. The Role of the Leader In Crisis Management June 2, 2011 • Wroten –Anaheim CA

3. Mary Tellis-Nayak RN, MSN, MPH Vice President of Quality Initiatives mary@myinnerview.com 773-942-7525

4. Objectives The participant will be able to: • Identify 3 characteristics of the leaders we need for crisis management in long-term care • Articulate the characteristics of their own leadership style • Enumerate three ideas you heard about leading and managing at different times in a nursing home’s life.

5. The Importanceof Leadership

6. Administrator and DON: The architects of excellence An organizationexcels or fails with its managers “80% of all quality problems are the fault of managers” W. EDWARDS DEMING

7. VS MANAGER LEADER The manager maintains The manager has a short-range view The manager focuses on systems and structure The manager asks how and when The manager accepts the status quo The manager does things right The leader develops The leader has along-range perspective The leader focuses on people The leader asks what and why The leader challenges it (the status quo) The leader does the right thing

8. Administrators and DONs are the KEY to quality Quality of care: QI Index Survey results Family satisfaction Staff satisfaction Staff turnover Administrator turnover Census Liability Finances Other The NHA/DON turnover is by far the best predictor of a quality collapse Every quality-related outcome turns direction and heads south

9. When NHAs/DONs exit: The outcomes Quality of care: QI Index Survey results Family satisfaction Staff satisfaction Staff turnover Administrator turnover Census Liability Finances Other DON turnover in 2 years NHA turnover in 2 years

10. Families “Very satisfied” Staff “Very satisfied” DON turnover in 2 years NHA turnover in 2 years

11. Deficiency-free surveys Scope and severity of G and G+ DON turnover in 2 years NHA turnover in 2 years

12. CNA turnover Registry use DON turnover in 2 years NHA turnover in 2 years

13. Please read the Activity that has been provided. Then turn to your neighbor(s) and answer the questions on page 2.

14. Did you know????? • A herd of buffalo is solely dependent on one leader – the herd will follow, even if it’s over a cliff. • In a flock of geese, every single bird within the group knows exactly where it is headed and is ready to take over the leadership at any given moment.

15. Let’s take each of the following facts and discuss how it would apply to the leadership in your organization. What might we learn from geese?

16. The Nature of Geese The goose in the front of the formation leads for a while, but as it tires it will drop back and another goose will take its place in front. Leadership and responsibility are shared by all. LESSON?

17. As each goose flaps its wings, it creates an “uplift” for the birds that follow. By flying in a “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone.LESSON?

18. When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it.LESSON?

19. When the lead goose tires, it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it.LESSON?

20. The geese flying in formation honk to encourage those up front to keep up their speed.LESSON?

21. When a goose gets sick, wounded or shot down, two geese drop out of formation and follow it down to help and protect it. They stay until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock.LESSON?

22. The lesson from the geese! • Who are the “formal” leaders in our organization? • The geese teach us: • Everyone in an organization has the ability to be a leader.

23. Great leaderscreateother leaders,not followers

24. Leadership isessential in transforming ourhomes to a culture ofquality, not a cultureof compliance Let’s look into why …

25. What isleadership?

26. What is leadership? • Leadership is a complex process by which a person: • Influences others to accomplish a mission, task or objective and • Directs the organization in a way that makes it more cohesive and coherent

27. Authority and leadership • Although your position as a manager, supervisor, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss

28. A leader makes people want to achieve high goals and objectives A boss tells people to accomplish a task or objective

29. Qualities ofEffective Leaders

30. Think of someonein your lifewho has beenan effectiveleader What qualities did he/she have?

31. How people become leaders • Trait Theory • Great Events Theory • Transformational Leadership Theory

32. Trait Theory • Some personality traits may lead people naturally into leadership roles • We have all met a few people like this, such as high school coach, scout leader, teacher or a good boss • There are very few people who have natural talent for leading others

33. Great Events Theory • A crisis or important event may cause a person to rise to the occasion • This can bring out extraordinary leadership qualities in an ordinary person

34. Transformational Leadership Theory • People can choose to become leaders • People can learn leadership skills This is most widely accepted theory today

35. Good leaders are made, not born • Must have the desire and willpower • Good leaders develop through never-ending process of: • Self-study • Education • Training • Experience • Best leaders are continually working and studying to improve their leadership skills

36. Qualities of an effective leader • Self-knowledge – self-understanding and self-confidence • Problem solving and ability to make decisions — decisiveness • Being able to respond quickly and effect change is crucial for a response system, especially in a crisis

37. Qualities of an effective leader • Trust is the very core of leadership and cannot be established at the time of crisis — it must already exist • Clear communication is essential in any situation

38. QUESTIONS TO SEE IF YOUENGENDER TRUSTWORTHINESS Questions to see if you Engender Trustworthiness • Ask yourself these questions to assess your trustworthiness: • Is my behavior predictable or erratic? • Do your values direct your actions and these don’t shift? • Do I communicate clearly or carelessly? • Do you say things you haven’t clearly thought out? • Do I treat my promises seriously or lightly? • Do I keep my promises? • Am I forthright or dishonest? • Do I ever mislead others or lie?

39. Actions speak louder than attributes • What you DO speaks to what you ARE • Everything you do effects the organization’s objectives and their well being • Employees will OBEY but not FOLLOW a self-serving leader • Leaders often succeed because they present a good image to their seniors at the expense of their team

40. EXERCISE Let’s discuss examples of rules that are contradictory: • We communicate we respect employees and their time but we regularly start our meetings 15 minutes late • We say employees are our most valuable asset but we hire the first “warm body” that applies • We tell employees we value excellence yet we ask more and more from our top performers while tolerating mediocrity and poor performance from others

41. How do organizations encourageleadership development? • Providing training, support and constructive feedback as employees carry out their responsibilities (coaching) • Delegating responsibilities to team members and expecting them to handle the details …“Do what you do best and give away the rest to someone else”

42. Coaching Every interaction with team members is a coaching occasion “To coach” comes from the root meaning “to bring a person from where they are to where they want to be” Coaching begins with creating an environment where people want to be part of a winning team

43. Effective delegation involves: • Identifying an appropriate person for the task • Preparing the person by clearly stating desired outcomes while encouraging risk-taking and innovation • Ensuring that the person has the necessary authority to do the job properly • Holding the person accountable for agreed-upon outcomes • Maintaining enough contact for support and monitoring of progress without “hovering” • Acknowledging success and giving creidt when due.

44. DeterminingYour LeadershipStyle

45. When your boss puts you in charge of organizing the company holiday party, what do you do first? • Do you develop a timeline and start assigning tasks? • Do you think about who would prefer to do what and try to schedule around their needs? • When the planning starts to fall behind schedule, what is your first reaction? • Do you chase everyone to get back on track? • Do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks you’ve assigned?

46. Your answersto these questionscan reveal agreat deal aboutyour personalleadership style

47. Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it’s useful to understand what your natural leadership tendencies are, so that you can then working on developing skills that you may be missing.

48. Blake MoutonManagerialGrid BALANCING TASK-AND PEOPLE-ORIENTED LEADERSHIP

49. While the grid does not entirely address the complexity of “Which leadership style is best?”, it certainly provides an excellent starting place to critically analyze your own performance and improve your general leadership skills

50. MANAGERIAL GRID:BASED ON TWO BEHAVIORAL DIMENSIONS Concern for people – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task Concern for production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task