Want results? Try serving leadership

1. Want results?Try serving leadership November 17, 2011 Christina Barss, M.S., M.Ed. Senior Organizational Effectiveness Consultant, Cleveland Clinic Doctoral Candidate, Case Western Reserve University “…The great leader is seen as servant first…” – Robert K. Greenleaf

2. Agenda • What is serving leadership? • How is it applied at Cleveland Clinic? • How can you- yes you- develop high performing teams with serving leadership concepts?

3. Greenleaf’s writing has impacted multiple industry applications.

4. Serving Leadership isdistinctive Engages the “whole person” to achieve greatness Mind Heart Ambitions Strengths

5. SAS (#1 on the list of Best Companies to Work For) • Wegmans Food Market (3) • Zappos.com (6) • Nugget Market (8) • Recreational Equipment (REI) (9) • Container Store (21) • Whole Foods Market (24) • QuikTrip (34) • Balfour Beatty Construction (40) • TD Industries (45) • Intel (51) • Aflac (57) • Marriott International (71) • Nordstrom (74) • Men’s Wearhouse (87) • CH2M Hill (90) • Darden Restaurants (97) • Starbucks (98)

6. The servant leadership companies ranged from -12% to +37% growth in employees, • 45/100 listed companies experienced negative job growth. The largest reduction in staff was -12%. • What is a possible lesson learned?

7. More Data Points… Financial Results (avg. return for the 10-year period ending in 2005) S&P 500 = 10.8% (500 companies) Good to Great = 17.5% (11 companies) Servant-led Companies = 24.2% (11 companies)

8. Serving Leaders Guide Achievers to Success Build on strength Blaze the Trail Raise the Bar Upend the Pyramid Run To Great Purpose Personal, Team, Organization Success Today

9. Group 1: Best Boss Group 2: Worst Boss • Why did you enjoy working for him or her? • What was his or her impact on you (attitudes, behaviors, results)? • Why did you dislike working for him or her? • What was his or her impact on you (attitudes, behaviors, results)?

10. The wake we leave behind

11. Serving Leader Mindset Focuses on barriers and helps others succeed Sees greatness in people and empowers them to succeed Builds trust and partnerships which lead to productive enterprise outcomes Uses processes, tools, and techniques to enable collaboration, innovation, and continuous improvement

12. Why the Clinic is Embracing Serving Leadership A SUPERIOR Cleveland Clinic Experience Employee Engagement Patient Experience Serving Leader I will … run to great purpose, build on strengths, raise the bar, upend the pyramid, and blaze the trail in order that we will … achieve a high level of employee engagement where they will … (our patients) have an outstanding patient experience due to the level of commitment and care they received.

13. Serving Leader Practices Feel Act Think Courage- the quality or state of mind or spirit enabling one to face danger or hardship with confidence and resolution, bravery. • Compassionate Presence: Treating a person as a Legitimate Other- each person’s feelings, desires and concerns are of equal importance • Hope: Feeling that you have both the will and the way to achieve your desired outcomes • Confidence: Knowing who you are, and what you contribute to others, your organization and your community • Realistic Optimism: Taking credit for your successes, recognizing and appreciating other’s contributions. Face reality, learn from mistakes, accept what cannot change and continue to pursue the Great Purpose Persecutor

17. Asset Based Thinking

18. Would you build your house on quick sand?

19. “I’ve never met an effective leader who wasn’t aware of his talents and working to sharpen them.” Former NATO Supreme Allied Commander Wesley Clark, in The New York Times Magazine

21. Developing Asset Based Thinking Determine what you want

22. Start from where you are and determine what assets are available to help you achieve what you want.

23. Build on what is already working: add / shape / expand.

24. Move out of your comfort zone!

25. Take the next step toward what you want…

26. Celebrate success!

27. Excuses (Reactive) Solution (Proactive)

28. Practice activity

30. Language Will Choose it Like to Love to And Required Ask open ended questions Who What Where How Language Need to Want to But Should Try Have to

31. Shared Leadership Requires • Basic agreements about purpose and direction of department / organization • A setting in which shared responsibility can occur • Relationships of mutual influence

32. High Performing Serving Leadership Teams

33. Serving Leadership Team Member Responsibilities: • • Understanding the big picture • • Sharing responsibility to ensure that the team meets its commitments • • Taking responsibility for one’s own actions • • Being willing to go out on a limb and take risks • • Admitting mistakes and looking for lessons learned • • Coaching other team members in new skills • • Providing feedback and recognition for individual and team contributions and achievements • • Confronting each other when promises are broken and commitments are not being honored

34. Serving Leader Mindset: Shared Leadership Relationship Shift- From Power “Over” to Power “With” • Focus is on mutual learning, shared understanding, coordinated action • Leadership is shared • Builds interdependent relationships • Leader builds a strong team with a common vision, mutual influence and accountability • Determines direction and exerts unilateral influence • Focus is on the individual at the top • Leader is an independent entity • Leader must create the vision, inspire people to act and hold people accountable

35. High Performing Serving Leader Team Essential Elements Organizational Practices Individual Capabilities • Shared vision • Open communication • Partnerships are valued • Balance of power • Builds on strengths • Differences are embraced • Face current reality objectively • Creative dialog • Shared goal alignment • Effective decision making • Conflict resolution • Commitment management • Understands the organization as an interdependent system • Engages across boundaries to leverage personal networks • Discovers underlying assumptions and values differences through the use of creative dialogue • Models effective teamwork • Manages conflict

36. Presenter notations • Business case for shared leadership • Higher team effectiveness • Higher engagement – best places to work • Better work life balance for the leader • Creativity and innovation – more better ideas -> better solutions • People fill the gaps naturally – cover for one another, all for one mentality • Business results higher productivity and quality – employees take ownership • Developing future leadership –succession planning • Decision making skills, strategic planning • Alignment to a shared vision – run to great purpose • Environment of trust • Task complexity increasing faster than mental capacity – literally can’t keep up

37. Who’s the boss?

38. Why embrace serving leadership?

39. Serving Leadership Metric The test of a true servant leader is that his or her people become healthier, wiser, freer, more autonomous, and in turn begin to serve others. Robert K. Greenleaf, 1971

40. Recommended Readings • Serving Leader • Power of TED • Thinking Environment • Strengths Based Leadership

41. Thank you!