Case Study

Owning Your Own Power as an Individual Leader

By:Joy Goldman RN, MS, PCC:  CEO SixSEED Partners, BSN, ACC

Background:

As a healthcare executive, you are called to be able to lead yourself and lead others.  For some physician and nursing leaders, particularly those coming from more team-oriented medical practices, like the Emergency Department or Behavioral Health, this shift can be daunting.  Additionally, as the workplace mirrors a melting pot of diverse cultures, we also find a blend of those who prefer decisive/ individual leadership and those that prefer collaborative/ team-based leadership.  Effective leaders know how to leverage both poles.

Strategy:

In our work with two physician female leaders, we noticed both struggling with this challenge of leveraging both individual assertion- owning their power AND collaboration- shared decision -making.  Both of these leaders had strong inner critics that eroded their confidence and interfered with their execution of job responsibilities.  For one, as a new hospital entity, CEO, and one taking over an organization where the prior CEO had a decades-long tenure, she was reluctant to assert her individual power in fear of resistance from the existing leaders.  For another, her cultural upbringing promoted an overdone respect for authority where navigating power with direct reports was a challenge.

The Solution:

For both of these leaders, the coaches affirmed their strength while also encouraging them to lean in to their lesser preference.  For the CEO, she acted on her assessments of what she needed in her executive team and was able to respectfully and assertively make changes in her executive leadership team.  For the emerging physician leader, she was able to respect her cultural upbringing while also leveraging power with others where she was more open to feedback and other perspectives, allowing for a more cohesive team.

Impact:  

These mindset and behavioral shifts created more prompt and impactful leadership with less wear and tear on the physician leaders.  How are you and your organization leveraging these individual and collaborative tensions?  What do you notice about our country’s capacity to do this and how does that impact you and your community?  We’d love to hear your thoughts. 

You can let us know by going to www.sixseedpartners.com/contact.

Practicing knowing and curiosity in our new home

By:Joy Goldman RN, MS, PCC:  CEO SixSEED Partners, BSN, ACC

Background:

At SixSEED Partners, we coach leaders in managing many seemingly competing priorities.  In healthcare, we like to KNOW.  Being the person who has the right answer is often seen as a strength, and many healthcare leaders are promoted for their problem-solving capacity.  What happens when you can’t know due to massive uncertainty (prevalent in our world) or because you are thrown into totally new territory?  Follow me on my journey adjusting to life in a new country.

Strategy:

Survival and happiness!  Two weeks’ ago, my husband, myself and three cats moved from our home of twenty-plus years to Portugal. We had leveraged learning and knowing over the past year as we completed documents and processes necessary for the move.  We had some inkling that it might feel a bit like Dorothy in her declaration of: “we’re not in Kansas anymore,” yet the beauty, peace, and access to the rest of Europe was propelling us forward. Once in Portugal, we were flooded with “not knowing.”  We don’t know how to speak nor understand the language; we don’t know what stores to go to for common, household items; we don’t know how to navigate the phones, mailing a letter home, reading food labels, and navigating the healthcare system.

The Solution:

Being immersed in this totally new and unfamiliar world, we must leverage the other pole of knowing:  we must leverage “not knowing” and curiosity.  We have to ask questions and rely on others and google translate to find our way.  As we work with leaders in healthcare on their development, there are two capacities which often are under-used and require humble practice:  asking for help (admitting not knowing) and leveraging an attitude of curiosity, wonder, and awe.  A healthy dose of humor also helps in navigating this terrain.  

Here in Portugal, we’ve had many Expats and native Portuguese residents help us in our learning.  There are times we will relapse and I will admit to being in tears at least once in my feverish desire to “know.”  And the moment passes and I channel humility and laughter to be able to say to myself: “Ah, yes: another opportunity to practice and learn!”

Impact:  

First and foremost, this capacity of leveraging knowing and not knowing helps improve and maintain a sense of wellbeing.  We tame our inner critic who is usually at-the-ready to barrage us with self-flagellation.

Secondly, the practice creates space for others to shine, offer what they know and to offer us support.  As a master care-giver, receiving is also an under-used muscle.  How glorious to be able to exercise that muscle in my new home.  Will you join me in the practice of “not knowing?”  I’d love to hear of your experiences.  You can let us know by going to www.sixseedpartners.com/contact.

By: Lisa Hompe MSOD, BSN, ACC

Background:

In the current healthcare climate of uncertainty, complexity, and change, how do we manage accountability? That is a question I often asked myself as a former healthcare leader managing a very busy ambulatory surgery center, and a question that I frequently encounter as I coach other healthcare leaders. In my previous leadership role, I was often faced with the dilemma and tension of holding oneself and others accountable. Accountability can have various meanings to different individuals, teams, and organizations, and is often rooted in organizational culture, norms, and behaviors. 

Assessment:

Self:

As a leader, when the work was stressful or challenging, I noticed my own internal challenge of wanting to take the path of least resistance. I found it was easier to delegate to those people who were more willing to take on additional tasks while avoiding those that were less interested or approachable. According to Harvard Business Review, recent data shows it is a common dilemma leaders face in holding others accountable successfully. Difficult conversations and creating an environment of accountability require a thoughtful and intentional approach. Approaching things with diplomacy and candor can help to create awareness and develop teams.

Team: 

What was I showing and modeling to my team by not having these crucial conversations? I realized as a leader, I was doing a disservice to those that needed to grow and learn. How was I holding myself accountable? When difficult conversations needed to take place for undesirable behavior or actions, I may have been unintentionally communicating that only a select few of the team were capable. Self-awareness is a first step and a key leadership and emotional intelligence competency. 

Impact:  

I believe no one intends to go to work every day creating problems and issues. The stressors currently impacting many healthcare workers place undue burdens on an already constrained and overtaxed system. This context can lead to undesirable or suboptimal behavior. It may be possible that leaders are unknowingly playing a part in perpetuating a lack of accountability with individuals and teams. If we’re honest with ourselves and our teams, we all have blind spots. What we model matters. It is possible to consider the well-being of others, while holding them responsible for their actions. I learned that having crucial conversations and asking others to step up creates an environment of shared interests; it creates an environment where everyone feels heard and valued, willing to show up and do their best. I encourage all leaders to take notice of how working with team members to create shared accountability and responsibility helps foster a more positive work environment.

Takeaways:

For yourself, look at what you can control-

• Assume positive intentions for all individuals  
• Notice who and how often you may be tapping into? Are they often the same people?
• Check yourself. Did you have all the correct data and facts before you acted? Ask yourself, what if the opposite were true?
• What is the intention of your messages? And how does your communication impact others?

For your team, start with open dialogue and conversations-

• Intentionally create coaching conversations. Learn to ask open-ended questions in a psychologically safe environment
• Listen and be open and curious for the answers your team is providing
• Be clear on roles and responsibilities and get feedback if people need more clarity, communication, or training
• Embrace the challenge and use the support of a coach or colleague 

This is simple but not always easy. Learning to manage these leadership challenges can make a world of difference. How you define accountability reflects the agreements and commitments you are willing to make. What are you committed to? How do you support and grow others to be aware of their behavior and actions? What is the culture you intentionally want to create for your team and the broader organization? Part 2 of the series will address creating a positive culture in the current healthcare environment. If you’d like to learn how to increase the accountability of your team while holding yourself accountable in a courageous and compassionate way, contact sixseedpartners for more information.