SixSEED Partners

Polarity Thinking

Transforming our Seeds to help you Succeed

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The SixSEED Partners Team: Petra Platzer, Cliff Kayser, and Joy Goldman

Since our inception, we have had one unifying passion: to make healthcare healthier. 

Two years ago, SixSEED Partners sprouted from a team of colleagues I brought together to work with multiple high potential leaders on a multi-year succession-planning process in a community-based healthcare system. Together, we were able to integrate our specialties of coaching and consulting with a developmental lens, e.g horizontal and vertical development, with the application of polarity thinking to create much more than classical succession planning. We developed a leadership ecosystem capacitation (LEC) model that simultaneously increased individual AND systemic capacities and overall resilience within that organization. As the impact of this multi-pronged model became clear to us – as well as our client – the vision for SixSEED Partners was born.

As we have continued working with that system, and various other healthcare leaders and systems, we have also continued applying the same leadership and system tools to ourselves – individually and our collective leadership team. Through that iterative reflection, our leadership team has evolved into a new structure this year. And through our continuous feedback processes, we learned that our branding was creating some confusion around our unique service offerings. 

With those shifts – and with the unprecedented health crisis that we have all been navigating in the past few months – we took this time to again, practice what we preach. We slowed down. We reflected on what matters to us and how can we be in best service to those we are passionate about serving.

From all those efforts, I am pleased to share with you our new website re-design and re-branded messaging, as a beginning. 

Our mission is simple: we provide integrated solutions to heal healthcareTM

Our service offerings are now denoted as 6 unique “seeds”, which can be approached as individual bodies of work, and ideally, as integrated engagements across multiple seeds to create a lasting result. 

  • Leadership Development
    • Team Development
    • System Integration
    • Well-Being
    • Culture
    • Leadership Ecosystem Capacitation Model

Through this multi-pronged approach at multiple levels, we are able to custom design integrated solutions that leverage the best delivery routes for meeting our clients where they are in their current cycle of work. 

We are not a “coaching” firm, nor a “consulting” firm, nor “a training” firm. We are an integrated solutions firm that can deliver all those delivery routes in order for our clients to create an expanded skillset, not just additional knowledge. 

What is still the same is our focus on improving the capacity of healthcare leaders and teams to lead in times of complexity and uncertainty. If there’s one thing the current pandemic has highlighted even more for so many, it’s the need for resilient people and processes to be able to address unpredictable changes for everyone’s well-being and success. 

What’s important to us and our clients is our integrated approach that includes:

  • Focusing on an overall goal of increasing leadership capacitation within systems 
  • Integrating solutions that address individuals, teams, and entire systems knowing that we need to integrate all aspects to achieve sustainable change
  • Delivering results that impact strategic, operational and cultural outcomes
  • Using a defined, iterative process rooted in evidence-based change strategies

We invite you to browse around our refreshed site to learn more about our approach, our results, and our team.  During this auspicious month officially celebrating National Nurses Day, National Hospital Week & Healthcare Heroes, we are here and ready to partner with you to help you succeed!

Leveraging Specialized Knowledge and Shared Knowledge

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This is the sixth in a series on leveraging tensions during this time of the coronavirus.  For SixSEED Partners, Covid-19 is a powerful reminder of what already exists in our world which is complex and unpredictable circumstances that can cause much pain and expense unless we learn to take a more systemic view and get comfortable leveraging interdependent tensions.  Previously, we covered the paradoxes of:

  • Leveraging Facts AND Faith
  • Leveraging Staying Present AND Anticipating the Future
  • Leveraging Care for Self AND Care for Others
  • Leveraging Assuming Responsibility AND Delegating Responsibility
  • Leveraging Taking Ourselves Seriously AND Taking Ourselves Lightly

The tensions we are highlighting are coming from your real-world challenges.  We’re asking questions and staying present to your pain points, that, in already demanding circumstances, is taking additional energy that you don’t have to spare.  We want to help make this easier for you, while also increasing your capacity to lead others through this pandemic.

As I was listening and participating in a recent SixSEED Partners team meeting, I was hearing stories of inflicted trauma to businesses as a result of one or more of their partners contracting the coronavirus or some other illness and becoming either temporarily or permanently disabled.  The trauma inflicted, in addition to the loss of a loved one, was the impact on the business due to a lack of shared knowledge – knowledge transfer. 

Organizations who understand this tension have been rotating a greater pool of leaders through their Covid-19 Incident Command Centers so that the “show can go on” if one of the senior leaders becomes sick.  As hospitals have struggled with adequate personal protective equipment, and as we’ve learned more about the varying symptom manifestations of the virus, this reality of suddenly having someone out of commission is front and center.

On a personal level, as I’ve heard of couples contracting the virus resulting in one or both of their deaths, I’ve been moved to have discussions with my husband around “information sharing” that we’ve not previously placed as a priority.  Where are passwords; “important documents;” “house maintenance activities,” etc.?  For a system to be agile and resilient, these processes need to be in place so that immediate adaptation can occur.

Below is a polarity map, which outlines this tension of Leveraging Specialized Knowledge and Shared Knowledge.

At SixSEED Partners, we are committed to developing leaders who have the capacity to leverage these interdependent tensions that are here to stay.  We’ve taken the liberty of adding some action steps and warning signs to this map that you can use immediately with your teams.  

If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.

Leveraging Taking Ourselves Seriously AND Taking Ourselves Lightly

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This is the fifth in a series on leveraging tensions during this time of the coronavirus.  For SixSEED Partners, Covid-19 is a powerful reminder of what already exists in our world which is complex and unpredictable circumstances that can cause much pain and expense unless we learn to take a more systemic view and get comfortable leveraging interdependent tensions.  Previously, we covered the paradoxes of:

  • Leveraging Facts AND Faith
  • Leveraging Staying Present AND Anticipating the Future
  • Leveraging Care for Self AND Care for Others
  • Leveraging Assuming Responsibility AND Delegating Responsibility

After hours of speaking with our clients who are on the front lines in hospitals or leading medical practices, the tensions we’re highlighting are coming from them—you.  We’re asking questions and staying present to your pain points, that, in already demanding circumstances, is taking additional energy that you don’t have to spare.  We want to help make this easier for you, while also increasing your capacity to lead others through this pandemic.

Below is a polarity map, which outlines this tension of Taking Ourselves Seriously AND Taking Ourselves Lightly in service to creating a healthy workplace for all.  What you’ll notice in the below polarity map that is different from prior maps in the series is an action step that is highlighted in yellow.  This is called a “high leverage action step” since it applies to both poles.  Intentional design of meeting agenda and space is necessary to leverage a business focus and a lighthearted/ energy-giving focus. 

As we’ve spoken to our clients, we see and hear the exhaustion people are feeling as a result of this prolonged pandemic along with the stressors of re-opening elective surgeries while also staying prepared for what could still be a surge in Covid-19 cases.  After weeks of being immersed in fourteen- hour days and incident command centers, your “higher-order thinking” can get worn down by the constant energy out.  Designing in activities that allow you to laugh and keep a “beyond-Covid” perspective helps to build your resilience for the ongoing demands.

At SixSEED Partners, we are committed to developing leaders who have the capacity to leverage these interdependent tensions that are here to stay. We’ve taken the liberty of adding some action steps and warning signs to this map that you can use immediately with your teams.  

If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.

Leveraging the Tension of Assuming Responsibility and Delegating Responsibility

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This is the fourth in a series on leveraging tensions during this time of the coronavirus.  For SixSEED Partners, Covid-19 is a powerful reminder of what already exists in our world which is complex and unpredictable circumstances that can cause much pain and expense unless we learn to take a more systemic view and get comfortable leveraging interdependent tensions.  Previously, we covered the paradoxes of:

  • Leveraging Facts AND Faith
  • Leveraging Staying Present AND Anticipating the Future
  • Leveraging Care for Self AND Care for Others

After hours of speaking with our clients who are on the front lines in hospitals or leading medical practices, the tensions we’re highlighting are coming from them—you.  We’re asking questions and staying present to your pain points, that, in already demanding circumstances, is taking additional energy that you don’t have to spare.  We want to help make this easier for you, while also increasing your capacity to lead others through this pandemic.

As we coach leaders, we often refer them to the powerful work of David Emerald who wrote: “3 Vital Questions: Transforming Workplace Drama.”  This book, along with his other book: “The Power of TED (The Empowerment Dynamic)” describe our tendencies to fall in roles of victim, persecutor, and rescuer.  Covid -19 calls on medical professionals and others to play the role of “Hero/ Rescuer” to patients who are sick and/or dying due to the coronavirus.  These patients are helpless to fight this battle without medical support.

The tension for leaders occurs when we extend that pattern of playing hero with others in our lives who are quite capable of taking care of themselves and possibly, even acting in a way that may exceed our capacity.  How do you determine the essential work that only you can do, as compared with those responsibilities another resource is, or could be, well-prepared to do?  If I were to use some of the examples I’m hearing from my clients, I’m impressed with the speed with which others have been trained to staff command centers, or resources have been summoned to expedite operationalizing telemedicine.  

It takes a conscious leader to pause during the crisis of reacting to Covid-19, and ask themselves and their teams the following questions: 

  • “What beliefs did we suspend during this crisis that helped us to be successful?” 
  • “How might we continue to challenge our former belief structure to allow us to expand our talent pool and create a stronger degree of shared ownership?”  
  • “What benefits might emerge for our ability to better care for ourselves while we create more powerful engagement for our teams that can help us meet future challenges?”

In the book above mentioned, the second question is: “How are you relating?”  During this time of complexity and uncertainty, pausing to notice with curiosity “how you’re relating,” (from what role) in addition to taking action will yield dividends in your future preparedness and increase in systemic well-being.

Below is a polarity map, which outlines this tension of Assuming Responsibility and Delegating Responsibility in service to creating shared ownership for all.  

At SixSEED Partners, we are committed to developing leaders who have the capacity to see these interdependent tensions to better lead in this time of uncertainty.  We’ve taken the liberty of adding some action steps and warning signs to this map that you can use immediately with your teams.

If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.

  

Caring for Self AND Caring for Others

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This is the third in a series on leveraging tensions during this time of the coronavirus.  For SixSEED Partners, Covid-19 is a powerful reminder of what already exists in our world which is complex and unpredictable circumstances that can cause much pain unless we learn to take a more systemic view, and get comfortable leveraging interdependent tensions.  Previously, we covered the paradoxes of:

  • Leveraging Facts AND Faith
  • Leveraging Staying Present AND Anticipating the Future

I am thankful and in awe of my healthcare executive clients who are staffing command centers yet continue to honor our time together and their development work.  The tension of Caring for Self AND Caring for Others is present as they wrestle with the pull of the never ending “to do list” and command center requirements with the desire to structure in time during their day that refuels their energy and feels like a gift to themselves.  Many of these leaders have chosen to do a “walk and talk” session where we both get outside so that we can experience the simple pleasures of exercise; sunshine; animals; and blossoming trees.  Spoken by several of my clients: “I’ve been sitting for hours on zoom calls:  this is the first time I’ve allowed myself to get outside and move!”

For many of you reading this, if you’re in a leadership role, you may have a story of “I’m responsible and that means I model total commitment to the work that needs to be done.”  Working twelve-hour days becomes a badge of honor.  Of course, you have no time for exercise—you are doing your job:   there are no other options.  Self-Care requires you to challenge your internal operating system—your belief structure that might actually be getting in the way of your committing time to care for yourself.  It’s an interesting tension between playing the hero as you rescue others, while also having the self-awareness of knowing when you might be overdoing that role, to the detriment of yourself and of others who have the capacity to learn and grow in assuming additional responsibilities.  One of the most important lessons I had to learn as a nursing leader was to make myself dispensable because I was developing others.

Below is a polarity map, which outlines this tension of Caring for Self AND Caring for Others in service to creating health for all.  

At SixSEED Partners, we want to develop leaders who have the capacity to see these interdependent tensions to better lead in this time of uncertainty.  We’ve taken the liberty of adding some action steps and warning signs that we’ve heard from our clients.  Perhaps they ring true for you as well.  I admire those healthcare leadership teams who have relaxed their pre-Covid policies around who staffs their command centers, in service to both developing others AND providing relief for over-worked leaders.

If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.

Staying Present AND Anticipating the Future

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During this time of the coronavirus and high stress amongst many, it is easy to find oneself blaming others for what might not be working.  For example, I’ve read complaints that we knew we were vulnerable to a pandemic and failed to plan adequately for it as we focused more on political or economic agendas which were real NOW.  There were some who feared that spending too much time preparing for something that might never happen would be a waste of time to the detriment of immediate issues.  Which perspective is correct?  Both!

One of the tensions often present as we lead complex organizations and deal with unpredictable change is that of honoring and being present to the needs and gifts of now, AND planning for future demands.  Healthcare has had to meet volume-driven payment models while planning for value-based care.  We have to serve our existing inpatient and ambulatory patient visits while planning for the future of telemedicine.  More imminent right now is meeting the existing demands of COVID-19 patients while planning for predictive surges in viral spread and increasing demands for personal protective equipment and ventilators, as well as planning for sustainable adaptation when the new normal becomes evident. 

What happens when we take a problem-solving approach to these interdependent challenges, without considering the interdependent tensions?  We find ourselves arguing loudly for our perspective believing there is one right answer and we have it, which creates more stress for us and others and can cause a see-saw-like approach which results in inconsistent performance and wasted resources.

I met with a client recently who is a physician and clinical leader dealing with both in-hospital and public health issues.  What she found most helpful in our dialogue were the reminders to practice self-care now, so that she could take care of others in the future.  She also appreciated the idea for harvesting seeds of positive ways of interacting during this crisis now that can help her, her teams, and her system to function more effectively in the future.  Without the intention to pause and document those positive interactions, she and her system remain at risk of reverting back to ineffective habits.

Below is a polarity map which outlines this tension of being present and anticipating the future, in service to an agile and prepared organization.  

At SixSEED Partners, we want to develop leaders who have the capacity to see these interdependent tensions to better lead in this time of uncertainty.  Missing are action steps and warning signs that would be added based on what is relevant for you and your teams.  One action step for staying present for the leader previously mentioned would be taking the last 15 minutes of a meeting and harvesting what worked during that meeting and what barriers existed that would allow them to create new ways of interacting in the immediate future.

If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.