LEADS in a Caring Environment: Develop Coalitions

1. LEADS in a Caring Environment:Develop Coalitions § Saskatoon Health Region June 2012

2. PLAN FOR THE DAY • Welcome, introductions and re-visiting the Strategic Leadership Challenge. • Review of LEADS domains • Exploring Develop Coalitions – Part One – using Interview Matrix tool • Lunch • Exploring Develop Coalitions – Part Two – using Four Frames tool • Application of learning, organizationally and personally • Commitments and Close

3. WORKSHOP OUTCOMES Explore the organizational benefits of purposeful coalition-building Develop strategies to successfully manage and nurture coalition relationships Examine current coalitions and develop possibilities for future collaborative ventures Share ideas and insights on how to sharpen SHR’s focus on customers and service Learn a new organizational assessment tool to help view both SHR and others from multiple perspectives Determine which aspects of Develop Coalitions can assist in dealing with your Strategic Leadership Challenge

4. Warm-Up • Choose one of the following and share with the colleagues at your table: • Where you grew up and its impact • Your birth order placement (i.e. oldest, youngest etc.) and its impact • Something about your name and why it matters • Some challenge or defining situation from your childhood/early adulthood and how it helped you grow • Your worst job ever and what made it the worst • Your most memorable job (for whatever reason; it could also be your worst!) and what made it memorable • (Adapted from Overcoming the Five Dysfunctions of a Team: A Field Guide by Patrick Lencioni)

5. THE TRUST PYRAMID Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

6. REVIEW Since the last LEADS session, describe the experience you’ve had with the development of your Strategic Leadership Challenge

8. A leader is best When people barely know that he exists, Not so good when people obey and acclaim him, Worst when they despise him. “Fail to honour people, They fail to honour you;” But of a good leader, who talks little, When his work is done, his aim fulfilled, They will all say, “We did this ourselves.” ~ Lao Tzu, Chinese philosopher

9. Leadership Defined “Leadership is the capacity to influence others to work together to achieve a constructive purpose”.

10. LEADS Overview:The Building Blocks + Caring (why) Commitment: To organization’s vision and mission To service To patients/clients To health + Doing (how) Engage others Achieve results Develop coalitions/ partnerships Transform systems Being(who) Self awareness Self management Character = Effective Health Leadership =LEADS in a Caring Environment

11. LEADS in a Caring Environment Five Leadership Domains L– Lead Self E – Engage Others A – Achieve Results D – Develop Coalitions S – Systems Transformation Four Capabilities per Domain

12. Lead Self Self-motivated Leaders… Are self aware Manage themselves Demonstrate character Develop themselves

13. Engage Others • Engaging Leaders… • Foster the development of others • Contribute to the creation of healthy organizations • Communicate effectively • Build teams

14. Achieve Results • Goal-oriented Leaders… • Set direction • Strategically align decisions with vision, values and evidence • Take action to implement decisions • Assess and evaluate

15. Systems Transformation Successful Leaders… Demonstrate systems/critical thinking Encourage and support innovation Orient themselves strategically to the future Champion and orchestrate change Leading change

16. Our Focus Today:Develop Coalitions Collaborative Leaders… Purposefully build partnerships and networks to create results Demonstrate a commitment to customers and service Mobilize knowledge Navigate socio-political environments

17. The Language We Use Coalition Consortium Partnership Alliance Joint Venture Network Professional Association Interlocking Directorate Each arrangement has different purposes, degrees of formality and potential life-spans All share a need and a desire to collaborate for the achievement of common goals

18. Leaders Seek Opportunities to Collaborate INTERNALLY EXTERNALLY EXAMPLES?

19. The Balcony and the Dance Floor

20. Leadership, both at the Personal (dance floor) level and the Strategic (balcony) level, is about Relationships, Relationships, Relationships.

21. Evolution of a Relationship • Courtship/Romance • Engagement/Commitment • Marriage

22. Table Activity Table 1 – Courtship/Romance Table 2 – Engagement/Commitment Table 3 – Marriage • Using the metaphor, explore the key factors to consider as a coalition (partnership, alliance etc.) develops. • Perceptions: behaviours you can expect to see during this stage • Possibilities: positive aspects of this stage of the relationship • Pitfalls: negative aspects of this stage • Practices: things you can do to help ensure success • Be prepared to share a summary of your table talk with the group.

23. Develop Coalitions Capabilities Collaborative Leaders purposefully build partnerships and networks to create results. To do this, they need to: Understand the different forms for collaborative initiatives and select the type that most suits the aim. Seek out and maintain executive management and/or board-level support. Strong commitment and awareness enables cooperation and teamwork. Be selective in choosing a partner. They use criteria to check reputations of organizations, and do due diligence in selecting them.

24. Develop Coalitions Capabilities Collaborative Leaders demonstrate a commitment to customers and service. To do this, they need to: Ensure and maintain service to patients, clients and citizens at the core of the value proposition for the coalition. Act with trust and integrity in ensuring that all partners remain true to the value proposition. Demonstrate a commitment to customers and services by directing and continuously translating this commitment into desired outcomes over time.

25. Tapping into Your Ideas and Experience Within SHR:The Interview Matrix Number yourselves from 1 to 4 within your group The next slide has a question that corresponds to your number. This is your interview question. Within your group of 4, interview each other in this order: 1-2 3-4, then flip 1-4 2-3, then flip 2-4 1-3, then flip Use the Interview Matrix Template to record your questions and responses Each “interview” will be 3 minutes

26. Interview Questions What partnerships, alliances, networks and coalitions is SHR currently involved in and how well are they working? What partnerships, alliances, networks and coalitions might be beneficial in the future to meet the strategic goals of the organization? How well do you understand the needs of your customers/clients and what might you and SHR do to improve that understanding? What do you think could be done to improve the quality of the services provided by SHR?

27. LUNCH TIME

28. INTERVIEW MATRIX TOOL (based on Tools for Leadership and Learning) You can download a pdf. version of this toolkit by going here: http://www.managers-gestionnaires.gc.ca/cafe-exchange/tools/toolkit/menu_e.shtml

29. Develop Coalitions Capabilities Collaborative Leaders mobilize knowledge. To do this, they need to: Understand how knowledge resources can be combined or developed to create new products and services for health service delivery. Redesign services to generate value across the coalition. Develop clear performance criteria and assess performance on a regularly scheduled basis.

30. Information-Sharing and Knowledge Transfer In your group, discuss: Internal: What policies, procedures and processes contribute to positive information-sharing and knowledge transfer within SHR? What gets in the way?Recommendations? External: How would you characterize the flow of information and knowledge between SHR and its external stakeholders (customers, clients, suppliers, partners, etc.)? What would improve that flow?

31. Develop Coalitions Capabilities Collaborative Leaders navigate socio-political environments. To do this, they need to: Know differences can be an asset. They use techniques to foster high levels of engagement and participation to understand the partner’s organizational culture. Adopt a win-win mindset. They know what success means to all partners. Create strong formal agreements that foster a clear understanding of objectives, contributions, rights and obligations, performance measures, governance mechanisms, termination and recommitment provisions, and processes to deal with conflict. Develop emotional resiliency by building your self-confidence, optimism, social support, and expression of positive emotions.

32. Reframing Organizations: Artistry, Choice & Leadership

33. FOUR FRAMES MACHINE JUNGLE FAMILY TEMPLE

34. LEADERSHIP ORIENTATIONS “4” best describes you “3” next best description of you “2” next best “1” least likeyou Example….. FOUR FRAMES • My strongest skills are: • 2 a. Analytical skills • 4 b. Interpersonal skills • 1 c. Political skills • 3 d. Flair for drama

35. My strongest skills are: • a. Analytical skills • The best way to describe me is: • a. Technical expert • What has helped me the most… • 4 a. Make good decisions FOUR FRAMES

36. STRUCTURAL (Machine) • Clear division of labour • Hierarchy of offices • Rules governing performance • Technical qualifications for hiring personnel • Traditional employment “contract” • Structures in organizing groups and teams FOUR FRAMES Leadership Focus: Social Architecture

37. POLITICAL (Jungle) • Positional power (authority) • Control of rewards (jobs, money) • Coercive power (contraints, punishments) • Information and expertise (“go-to” people) • Reputation • Personal power (charisma, social) • Alliances and networks • Access and control of agendas (seat at the table) FOUR FRAMES Leadership Focus: Advocacy

38. HUMAN RESOURCE (Family) • The relationship between people and organizations • Balance of needs and the right “fit” • Behaviours: • How people perform • How they are treated • Joys and sufferings FOUR FRAMES Leadership Focus: Empowerment

39. SYMBOLIC (Temple) • Not so much what happens, but what it means • Symbols created to resolve confusion, find direction and anchor hope and faith • Myths, stories, rituals, ceremonies, artifacts, celebrations, heroes and villains • Play, humour, values • The superglue that bonds, unites and helps organization meet goals FOUR FRAMES Leadership Focus: Inspiration

40. Human Resource Political Symbolic Structural

41. POLITICAL (Jungle) • Positional power (authority) • Control of rewards (jobs, money) • Coercive power (contraints, punishments) • Information and expertise (“go-to” people) • Reputation • Personal power (charisma, social) • Alliances and networks • Access and control of agendas (seat at the table) FOUR FRAMES Keeping the points above in mind, think about… Where does the “power” lie? Who are the informal leaders, the “go-to” people? How do you exert influence most effectively? How is conflict handled within the organization?

42. VISUAL EXPLORER FOUR FRAMES Choose one or two pictures that you think represent the Symbolic frame – the culture – of the Saskatoon Health Region Share your picture and your thoughts on culture within SHR with two other colleagues..

43. Our Focus Today:Develop Coalitions Collaborative Leaders… Purposefully build partnerships and networks to create results Demonstrate a commitment to customers and service Mobilize knowledge Navigate socio-political environments

44. Reflection: What have you learned today that you might apply to the Strategic Leadership Challenge? What have you learned today that might help you increase your effectiveness as a leader within SHR? PERSONAL LEARNING: WHAT`S YOUR ``TAKE-AWAY``?

45. Wrapping it Up • Share a Commitment to take your learning forward • Check-Out • To contact Ed: • edmc@shaw.ca