Case Study

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

OneSixSEED Partners (SSP) was contacted by a Chief Clinical Officer for a large faith-based health system concerning our providing coaching services to two cardiac surgeons who needed to partner for overall program success and were currently in conflict.  The behaviors demonstrated were interfering with the engagement of other team members and posed a risk of departure for one of the surgeons who happened to be a high-volume, high revenue producer.

The Strategy:

SSP met with the local hospital Chief Clinical Officer (CCO) to determine measures of success and also to assess dynamics within the larger health system.  As may be common with less urban areas, the CCO’s marital partner was a peer to one of the referred physicians which impacted the CCO’s proclivity in setting firm boundaries. SSP modeled being compassionate AND direct in establishing performance expectations and outcomes.  While there was some interest in bringing the two physicians together immediately, we agreed that our approach would combine the organization establishing firm expectations and providing coaching support in developing these physician leaders.

The Solution: 

Choosing the right coach for the clients was essential in establishing trust in order to provide both challenge and support.  We decided to use the @CoreStrengths Strength Deployment Inventory to help each physician deepen their emotional intelligence as they understood their motivators and values within the context of six other motivational value styles and conflict styles.  In debriefing the physicians individually, each client was true to their style, often demonstrating their strengths and overdone strengths within the debrief conversation.

As you will note from the attached SDI triangle, the two surgeons had very different styles which contributed greatly to their sense of conflict.  One physician valued inclusion and the other physician valued autonomy and competition. As with all interdependent tensions/ polarities, what was essential was helping each physician understand their unique gifts/ strengths and how to leverage those, while also understanding their overdone strengths and the impact on their teams.  Each physician’s development plan included strengthening the opposite pole/ style:  to better leverage competition and collaboration.

The Impact: 

One of the strengths of the Core Strengths platform is that it has an app that allows a user to review their results and also compare their style to that of others and learn “do’s and don’ts” for emailing, messaging, communicating, and meeting with those who are different than them.  They learn how to flex their style to their audience so they can partner better and perceive behaviors less personally.  In being able to do so, not only is the partnership strengthened but there is less wear and tear on the physicians so their energy can go where it is most needed which is program development and patient care.  I’m noticing the desire to want to tie a pretty bow and say this story had a happy ending, and I’m sure it will.  The work continues yet it might be easy to guess that the surgeon with a high-performance motivation (red) is considering moving on to what’s next.  As leaders, our roles include establishing cultures where all can thrive.  There are times when that might mean people leave our organizations.  If we’ve done our job in creating strong development cultures, we increase overall leadership capacity so that regardless of departures, the organization continues to thrive and patient care is sustained.

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

One of our clients was recently promoted from a clinical specialty department leadership role into a hospital-wide chief clinical officer position at an academic, inner city medical center that is part of a multi-hospital system.  SixSEED Partner’s coach offered to complete an onboarding 360 feedback process to assist this leader in integrating into his new role.  While we would do this for any C-suite new leader, transitioning to a larger scope role within a health system has the added complexity of reshaping existing perceptions and renegotiating existing relationships.

The Strategy:

SixSEED Partner’s coach engaged the client in providing names of key stakeholders, peers, and direct reports who have had an opportunity to observe him over the past four-five months in his new Chief Clinical Officer (CCO) role.  Interview questions were provided to the ten leaders and to the client’s boss: the Chief Executive Officer of the medical center.  The results of the interviews were summarized and presented to the client, linking the results to past assessments that included interview-based and online assessments.

The Solution: 

While many senior level roles require the capacity to manage complexity, the critical thinking capacity of being able to leverage paradox becomes magnified when one transitions internally and within the context of two National crises: the pandemic of Covid 19 and a national workforce shortage.  Amongst many noted strengths, numerous respondents acknowledged the need for this leader’s capacity to challenge the status quo and push the organization toward new ways of doing things and new levels of accountability.  With that strength, however, also came tension and resistance.

The coach integrated past learning from The Leadership Circle Profile 360® in shifting from reactive to creative behaviors and also continued application of noticing paradox (polarity) and seeming contradictory demands.  Prevalent for this leader was the ability to leverage his strength of internal (operations) focus with external (strategic) focus.  Another key tension, given the shift in his relationships with other existing leaders, was his ability to manage asserting the power (Individual) within his role of CCO, as he partnered with other system chief clinical officers (team). 

The Impact: 

As someone with a harsh internal judger/ critic—(perhaps this resonates for you, the reader?), being able to identify these tensions in a both/and approach allowed the leader to receive the feedback in a way that felt supportive and challenging.  Using both The LCP 360 frame and polarity thinking frames supported the leader in expressing their strongly held values and fears (often held in our reactive thoughts) and allowed the leader to lead into their creative talents of visionary leadership as they strengthened developing their bench strength and collaborative partnerships.  This process provided the leader an early compass amidst numerous strategic demands.

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

According to Greater Good Magazine:  Science-based insights for a meaningful life, “Polarization occurs when we refuse to live next to a neighbor who doesn’t share our politics, or when we won’t send our children to a racially integrated school. The force that empowers polarization is tribalism: clustering ourselves into groups that compete against each other in a zero-sum game where negotiation and compromise are perceived as betrayal, whether those groups are political, racial, economic, religious, gender, or generational.”  And I would add: “familial.”

A respected colleague of mine encouraged me to write this personal case study of resolving familial political polarization through the application of polarity thinking to heal and deepen love in families.  I write this from two different perspectives:  the first and primary one as an evolving human being with a commitment to grow compassion, peace, and unity in our world.  The second is as the CEO of SixSEED Partners where we’ve been applying polarity thinking- both/and thinking to help leaders sustainably lead through complexity while promoting well-being and diversity, equity and inclusion in the process.

The “case” to which I’m applying this frame is that of my marriage where my partner and I share opposite political affiliations.

The Strategy:

I will write this as if I were coaching someone through a polarity map.  No conflict can be resolved without a shared purpose that holds great value for both parties.  As a family or couple, we have to ask “what is most important in our marriage/family?  For my husband and I, mutual respect and love rise to the top.  We needed to find a way to reach this outcome otherwise, our fear is that we feel disrespected and grow in anger/ hatred which would result in the demise of our marriage.  I must mention that navigating these tensions in the home are occurring during a pandemic which means we’re around each other A LOT!

The Solution: 

If you wait for the other person to act first, you are part of the problem.  I challenged myself to apply what I know of polarity thinking to discern what matters to my husband.  You can find my insights represented in the attached polarity map.  My husband has a deep loyalty and appreciation for our country.  He demonstrates this by supporting wounded veteran organizations and by staying informed with what’s happening in our country.  I may disagree with how he does this but I can respect the underlying intent and wish.  I value “inter-nationalism:” a value for communal good.  It’s not that he doesn’t but his value of loyalty trumps (sorry, pun intended) his valuing of immigration and global prioritization.  He values autonomy and individual choice while I lean toward communal benefit.  If we approach our different perspectives from an either/or—right/wrong way of thinking, our marriage will be fractured.  Beyond that, we will be negatively impacting our world since our tension exists in 50% of the United States population.  The only hope we have for constructive dialogue leading to mutual respect and love is through appreciating what matters to the other.

The Impact: 

In brief, I am happier, laugh more, and am more kind and loving to my husband, which seems to evoke the same response back to me (imagine that!).   I am lighter because I am not holding on to resentment.  I have a greater appreciation for our individual and collective human stories that allow me to love more and hate less.  I may disagree with behaviors and actively support causes that matter to me, while loving the human beings that travel with me on this life path.  You will note that on the map, action steps and warning signs are the same for both poles.  These are called high leverage action steps since they are equally relevant and important.

If this touches you in any way, please reach out and let us know at info@sixseedpartners.com or by commenting.  As quoted in the African proverb:  “It takes a village….”

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

University of Maryland Medical Center and the associated School of Medicine is a 789-bed, academic medical center located in Baltimore, Maryland.  The Medical Center is the flagship hospital within the University of Maryland Medical System- a thirteen hospital health system.  The Chief Quality Officer and Associate Chief Medical Officer invited SixSEED Partners to facilitate a presentation in their first Faculty Development Leadership Academy.  The purpose of the Leadership Academy was to prepare internal medicine physicians to lead Safety and Quality Improvement Projects within the organization. This was a pilot program that, if went well, would be expanded to other physicians within the medical system.

The Strategy:

Joy Goldman RN, MS, PCC: CEO for SixSEED Partners (SSP) worked with The Chief Quality Officer (CQO) to design a two-part series focused on leading change within organizations.  Since internal system resources were focusing on traditional quality improvement and project management principles, SSP decided to focus on providing a framework to help the participants expand their thinking capacity to better lead through volatile, complex, uncertain, and ambiguous situations.  If the clinicians could add the capacity to consider both/and perspectives in addition to traditional problem-solving, then that thinking capacity would enable them to better collaborate with those of differing viewpoints (engage stakeholders) and create sustainable change that was less focused on memorizing algorithms for change.  We also wanted to create a sense of community through integrating new knowledge with relevant peer conversations that solicited and validated their experiences and emotions

The Solution: 

After speaking with the CQO, SSP designed a polarity assessment that focused on Individual, Team and System tensions.  The polarities measured included:

• Candor and Diplomacy (Individual)
• Individual and Team (Team)
• Mission and Margin (System)

Due to Covid-19 and pandemic restrictions, the workshop was delivered virtually.  SSP conducted an initial four-hour workshop where the participants were introduced to the polarity framework and were given their results for the polarity assessment.  The eighteen physicians, while coming from the same department, had not had much prior interaction.  They were invited to participate in break-out groups where they were able to share insights and personal experiences related to the identified tensions.

Toward the end of the six-month curriculum, SSP conducted a one-hour follow-up session to reinforce polarity concepts and to introduce The Empowerment Dynamic™ by David Emerald to help the participants discern when they were coming from a victim-persecutor-rescuer (DDT- Dreaded Drama Triangle) perspective as compared with the creator-challenger- coach roles within the Empowerment Dynamic.

The Impact:

Initial outcomes included:

• Application of both/and- polarity thinking to strategic and systemic change projects
• In this very diverse faculty group, verbalized awareness of cultural impact on use of voice in an effort to “fit in.”  Many in the group stated their realization of their habit of deference (diplomacy) to the neglect of exercising the healthy expression of candor
• “This was a really well conducted session and was high-yield. Thought ** was really wonderful as a moderator and drew out the audience. Enjoyed the small groups.”
• “Enjoyed the opportunity to interact more closely with other participants in the Academy.”
• “We never have this time to share our experiences with each other and realize we are not alone in our struggles.  Appreciated the opportunity to use each other as consultants and advisors.”

A post-polarity assessment will be administered after their change projects are complete which is expected to be fall, 2021.

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

SixSEED Partners concluded a year-long Leadership Development Series with the Executive Committee of a Heart and Vascular Institute by facilitating the morning of their full-day Strategic Planning Retreat. During this series, SixSEED introduced the blended physician and administrator team to vital tools like TheEmpowermentDynamic*, 3VitalQuestions, DiSC styles. and Polarity Thinking. We measured three polarities, or tensions, of most interest to the Executive Committee. One polarity: Centralization and De-centralization, or the competing commitments between their Cardiovascular Services and the rest of the system, was the greatest area for improvement, as well as learning for them. For their 2022 Strategic Planning, the Executive Committee shifted their focus inward to their teams and wanted SixSEED to partner with them on how to approach improving engagement within their Institute.

The Strategy:

SSP’s Petra Platzer and Joy Goldman designed an interactive session to both teach and engage the participants on what engagement means and the difference from satisfaction, for the individual and the leaders trying to make it happen (see graphic, adapted from DecisionWise). Participants also learned about various decision-making styles and practiced making Effective Requests to create shared commitments, which are key elements and techniques in fostering engagement.  Activities were specifically designed to emphasize what they owned and were accountable for as leaders (one pole), as well as what “the staff” own and are accountable for (other pole). Throughout, we compassionately and constructively identified the habit of going to blame / problem-oriented thinking habits and helped to shift the participants into a broader, outcome-oriented thinking process.

The Solution: 

The eighteen physicians and administrators “experienced” engagement through pair activities to practice active listening and reflection and larger group conversations to come to a shared meaning about various topics. SSP’s Petra and Joy infused sections of content throughout the activities and challenged the committee to think differently about their afternoon agenda on the staff engagement initiative. The participants identified that “one size does not fit all” and the elements that result in someone feeling and being engaged, i.e. DecisionWise’s MAGIC (Meaning, Autonomy, Growth, Impact and Connection), cannot be assumed without engaging people appropriately in the process. Through learning about and practicing elements of commitment management, the participants also experienced which saboteurs they may need to address in order to make effective requests that people could commit to, and be engaged about.

The Impact:

The participants looked at their employee satisfaction results with a new mindset and were able to shift to interventions that were less about problem-solving for the staff and more about engaging them around their “MAGIC” elements. Their language shifted from “I need to know and fix” to “We need to ask questions and engage them in dialogue so that, together, we can have the best work environment for the staff, leaders, and patients.” An administrator in the group said “Everyone really participated in this today. That’s success in my book”, while the Chair of the committee shared “as a result of the work we did in the morning (with you), we were able to stay focused on our desired outcomes and more quickly identify our 2022 Institute strategies (including the staff engagement initiative).”

Joy W. Goldman RN, MS, PCC:  CEO and Founding Partner, SixSEED Partners

Background

WellSpan Health is an eight hospital, 1500 provider integrated system based in York, PA. In 2016 they invited Wiederhold & Associates to design and implement a multi-year succession planning process for seven high potential leaders: four physicians and three non-physicians. Joy Goldman, executive director of coaching services, assembled a coaching and consulting team of experts on horizontal and vertical leadership development strategies, including executive coaching, polarity thinking, creating thinking environments, and strategic simulations. WellSpan’s commitment to internal development and awareness of anticipated turnover and retirements in their senior leadership resulted in this opportunity: to increase the capacity of their high potential leaders to manage complexity. In affiliation with Wiederhold & Associates, SixSEED Partners commenced this work between 2016 and 2020.

The Strategy:

To elevate the thinking competency of the seven Wellspan (WSPH) leaders, individual coaching goals gradually shifted from preparing for a specific role to preparing each leader to better manage a VUCA (volatile, unpredictable, complex, and ambiguous) world. Additional cohort-based work was needed to integrate individual learnings and provide strategic simulation case studies cross-functionally.

The Solution: 

Joy Goldman, SixSEED Partners (SSP) CEO, recruited and led a team of two SSP co-founders and three additional executive coaches and consultants, to design coordinate and integrate individual, team, and systemic interventions. These included polarity mapping as development plans and a polarity assessment for more than 130 of their senior leaders and direct reports that measured four polarities WSPH identified as key to their success:

Centralization AND Decentralization
Continuity AND Transformation
Mission AND Margin
Tactical AND Strategic

In order to scale leadership capacity further into the system, polarity thinking was cascaded to all of the high potential leaders’ direct reports. As a result of this work, WSPH asked us to also present a half- day session on polarity thinking to WSPH’s Nursing and Physician Leadership Academies. Executive and team coaching, Leadership Circle Profile 360’s, and strategic simulations were also components of this multi- faceted engagement.

The Impact:

Through delivering polarity thinking to over 100 nursing and physician leaders and over 130 additional staff, WSPH leadership shared this thinking competency was instrumental in supporting the systems’ response to COVID-19.

The polarity framework was also integral to a strategic simulation wherein the high potential leaders assessed actual strategic challenges for WSPH and presented their solutions to a mock board of WSPH’s C-Suite.

Under a new CEO, polarity assessments are being used to measure effectiveness within regionalization efforts in the system. Four of the seven leaders have been promoted to Senior Vice President roles.