Page S. Morahan, Ray Wells & Rita Sood with Juanita Bezuidenhout, Ben van Heerden & Henry Campos

1. Positive, Appreciative, Strengths-based & Collaborative Leadership within a Global Community of Practice! Page S. Morahan, Ray Wells & Rita Sood with Juanita Bezuidenhout, Ben van Heerden & Henry Campos

2. Community of Practice / Collaboration

3. Strengths Appreciative Success Collaborative L and M Positive

4. You completed the Positive Leadership Assessment Questionnaire before this session: • Reflect on the action(s) that you reported as doing frequently or always. • Sharethese with another person and explain why you perform this/these action(s) regularly.

5. Management: Leadership: • doing things right • use in: error reduction, system improvement • agenda: plan, budget, control, problem solve • outcome: constancy, predictability • see & do the right thing (vision) • use in: areas with no precedent, no data • agenda: establish direction, align people, motivate, inspire • outcome: dramatic change Kotter. A Force for Change: How Leadership Differs from Management. NY: Free Press, 1990

6. Sustainable success Leadership / Vision Weak Strong High Unsustainable success Management Aborted vision Stagnation Low Kotter, Leader to Leader, Fall 1998:27-33.

7. Management/ Disciplinary Expertise/Results Leadership/ Vision BE: HOW we do both will determine how effective we are

8. Leadership Approach 1 influence people – provide purpose, direction, motivationaccomplish mission & improve organizationfocus on identifying vital force, what is working & amplify that Leadership: Management: BEING: Leadership approach: versatility, using all together Adapted from Gervase Bushe, Simon Fraser University. Clear Leadership

9. Leadership Approach 1: Be versatile - back & forth! LEAD Vision, Influencing Strategic Thinking NT, NF Positive, Appreciative, Strengths-based BE Relationship Building NF, SF MANAGE Executing, Results ST, SF

10. BEING: The Rule of 4 (Theories) • Positive • Strengths-based • Appreciative • Collaborative

11. Positive Leadership • Affirmative orientation • Focus on strengths and capabilities • Affirm human potential • Enabling, thriving, flourishing • Facilitate the best of the human condition • Positively deviant performance Cameron. Positive Leadership: Strategies for Extraordinary Performance. BK Publishers, San Francisco, 2008

12. Positive Leadership: Also a Rule of 4! Positive climate Positive relationships Positive meaning Positive communication Cameron. Positive Leadership: Strategies for Extraordinary Performance. BK Publishers, San Francisco, 2008

13. ortho just dumped another train wreck onto my service” orthopaedics has given another vote of confidence in our clinical skills . . . ELAM Applicant Positive Communication reframe

14. Leadership Approach 2: Reframe Rain ruins my day OR Peaceful view in rain & read on my patio! • Glass half full • Peace in rain

15. BEING The Rule of 4 (Theories) • Positive • Strengths-based • Appreciative • Collaborative

16. Great leaders play chess Discover what is unique about each person and then capitalize on it.

17. Strengths-based Leadership The most effective leaders: • Are always investing in strengths. “Who am I at my best?” • Surround themselves with the right people and then maximize their team. “Who are you at your best?” Rath & Conchie. Strengths-based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.

18. Assumptions Strengths-based Leadership • Each person’s greatest room for growth is in his or her greatest areas of strength • Excellent performers are rarely well-rounded. They capitalize on their strengths and minimize their weaknesses Buckingham and Clifton. Now discover your strengths . The Free Press, NY, 2001

19. BEING: The Rule of 4 (Theories) • Positive • Strengths-based • Appreciative • Collaborative

20. The Appreciative Eye

21. The Basic Two Lenses of BEING • Seeing the good OR • Seeing what is not goodenough - the deficits

22. “(An appreciative eye gives us) the capacity to see the best in the world around us, in our colleagues, and in the groups we are trying to lead . . . . to see the true and the good, the better and the possible.” David L. Cooperrider, Ph.D. Case Western Reserve University Weatherhead School of Management

23. Leadership Approach 3 Inquire with an appreciative eye • To discover what works with people or in a system • A story of what it looks like at its best “What we focus on becomes our reality”. Source of energy for change is story

24. Leadership Approach 4 SeeTrackFan *Bushe. Clear Leadership. Chapter 5. *www.positivedeviance.org *Dorsey. Positive deviant. Fast Company. December 2000. 284-292. *Blanchard et al. Whale Done! The Power of Positive Relationships. 2002

25. Track like a blood hound …or…Capture butterflies – those lovely small ideas that float into a conversation

26. Think of one person in your life – identify a strength in this person that you want to see more of? What would the behaviour look like with this “thing”? If you see it, what would you do to fan it?

27. BEING: The Rule of 4 (Theories) • Positive • Strengths based • Appreciative • Collaborative

28. “Every serious effort at social change requires organized groups of people who can support each other when the demands of being a change agent threaten to overwhelm them and can generate the collective power necessary to make a difference.”Parker Palmer. Change. 2007;Nov/Dec:11

29. What’s the purpose? Who belongs? What holds it together? How long does it last? COP To develop members’ capabilities, build and exchange knowledge Members who select themselves Passion, commitment, identification with the group’s expertise As long as there is interest in maintaining the group Communities of practice are groups of people with a shared concern or passion about a topic and who expand their knowledge and expertise through interaction with other like-minded individuals (Wenger, McDermott and Snyder 2002:4). Formal work group To deliver a product or service Everyone who report to the group’s manager Job requirements and common goals Until the next reorganisation Project team To accomplish a specific task Employees assigned by senior management The project’s milestones and goals Until the project has been completed Informal network To collect and pass on business information Friends and business acquaintances Mutual needs As long as people have reason to connect Wenger & Snyder. The Organizational Frontier. Harvard Business Review; Jan-Feb 2000, 139-145.

30. Appreciative Strengths Success Collaborative L and M Positive

31. So, what do I do? I create a positive climate, positive meaning, positive relationships and positive communication, maximize my strengths and the strengths of others, and apply appreciative leadership & managementin collaboration and in community with others.

32. Our Destiny…. -Frank Outlaw Watch your thoughts; they become your words. Watch your words; they become your actions. Watch your actions; they become your habits. Watch your habits; they become your character. Watch your character; it becomes your destiny. Leadership Approach 5

33. I appreciate what you are saying, but it’s just not working for me. This approach just isn’t who I am.

34. Team Performance Research Losada & Heaphy, American Behavioral Scientist, 2004

35. University of Michigan School of Business Kim Cameron, from September 2008 interview • Criteria for hiring faculty • world class scholar • great teacher • positive energizer & team player ( NOT “black hole”) • Network analysis - “when you interact with xxxx, what happens to your energy? “ • 1 = very de-energizing; 4 = neutral; 7 = very positively energized. • positive energy: 4x more important than information flow and decision-making

36. Indiana U School of Medicine  culture change Redesigned admissions process  admitted students with relational orientation Students wrote professionalism stories & presented to new students at White Coat Ceremony Positive relational practices: Faculty received collaborative feedback on student ratings of their teaching (versus negative form letter) Administration used relationship-centered approaches, even in staff layoffs! Cottingham et al. J General Internal Medicine 2008;23:715-722

37. Rath, Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008. • I know what is expected of me • I have the materials and equipment I need to do my work right • I have the opportunity to do what I do best every day • In the last 7 days, I have received recognition / praise for good work • My supervisor /someone at work, cares about me as a person • There is someone who encourages my development • My opinion seems to count • The mission/purpose makes me feel my work is important • My fellow employees are committed to doing quality work • I have a best friend at work • In the last 6 months, someone at work talked to me about my progress • This last year, I have had opportunities to learn and grow

38. Leadership Approach 6

39. Look at the person to your left and thank them for something positive that they contributed to the success of FAIMER Identify a strength Be SPECIFIC

40. Into Action!

41. Reflection • Reflect again on the positive leadership self-assessment. What are your strengths? • How does your MBTI fit in? • How would your staff answer the “why people follow” questions? • Which approaches will you find most helpful? Remember: “If everyone does 1 thing, they are more likely to do 2, then 3 things. Then they are likely to influence colleagues And that’s how you build a movement. Change 1 thing. (adapted from quote by Laurie David, environmental activist, MS Magazine, Spring 2007:38)

42. See Academic Toolkit for more “Leadership Pearls”!

43. It’s a Choice “A fight is going on inside me. It is a terrible fight and it is between two wolves.”

44. One is Evil… Anger, Envy, Sorrow, Regret, Greed, Arrogance, Self-pity, Guilt, Resentment, Lies, Inferiority, False Pride, Superiority and Ego

45. The Other is Good… Joy, Peace, Love, Serenity, Humility, Kindness, Benevolence Empathy, Hope, Generosity, Compassion and Faith

46. Which one will win?

48. Additional Resources

49. More on… *Leadership & Management basics *Positive Leadership *Strengths-based Leadership *Appreciative Leadership *Collaborative Leadership & Communities of Practice and *Differences in Western & Eastern Views

50. Leadership is an influence relationship among leaders and collaborators who intend real change that reflect their mutual purposes. Rost JC. Moving from Individual to Relationship: a Post-Industrial Paradigm of Leadership. The Journal of Leadership Studies, 1997, Vol. 4, no. 4