SixSEED Partners

Leadership Development

Psychological Safety

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

Continuing our theme of psychological safety, this article by McKinsey & Company: “Psychological Safety and the Critical Role of Leadership Development” describes research linking leadership development to high psychological safety cultures: “Investing in and scaling up leadership-development programs can equip leaders to embody these behaviors and consequently cultivate psychological safety across the organization.”

This article eludes to what we at SixSEED Partners train our clients in which is using both/and thinking to address complex challenges. If we are to sustainably create cultures of psychological safety, we must have leaders who can leverage challenging teams and supporting teams; practice advocacy (telling) and inquiry (asking questions, getting curious); flexing their style to leverage candor and diplomacy; and most importantly, when delegating, giving freedom and holding accountable.

Would you like to develop your leaders to be able to lead their teams toward creating psychologically safe environments? We’d love to hear from you! https://sixseedpartners.com/contact/

Read article here: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership-development

Leveraging Creative and Reactive Thinking for Leadership Impact

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Advanced Practice Provider (APP) Development Case Study: Academic Medicine

SixSEED Partners Affiliates: Lisa Hompe RN, MSOD, ACC; Vinay Kumar, PCC

Background

SixSEED Partners (SSP) co-created and facilitated two virtual leadership sessions working with an Academic Medical Center Advanced Practice Provider (APP) Director and her team of over 25 frontline clinical Nurse Practitioner (NP) and Physician Assistant (PA) leaders.

The Director desired to improve the capacity and leadership skills of her leadership team to then cascade the learning within their teams. These leaders had been stretched with multiple demands, including COVID-19 and staffing shortages. The intent was to provide leadership development for the APP leaders that would be rejuvenating, thought-provoking, and result in a greater sense of team and compassion.

The Strategy

The engagement consisted of two targeted two-hour virtual sessions, held four months apart. The structure supported dyad and small group activities and fieldwork assignments between the two sessions.

The sessions focused on providing the leaders with a framework for creating a mindset shift in perspective and allowing for less reactive behavior and more outcome-focused and purpose-driven creative expression. The content illustrated how majority of leadership happens through communication and conversations.

The first session used the content from the Conscious Leadership Group: Above and Below the Line thinking with practical solutions to switching from below the line to above the line behaviors. The second session reviewed the shared individual and collective learning results that happened between the sessions and focused on the additional content of David Emerald’s Dreaded Drama Triangle (DDT) and The Empowerment Dynamic (TED).  The sessions supported the noticing of oneself to make the shift from a victim mindset to that of a creator mindset.

The Solution

The work created a virtual space for connection, renewal, and rejuvenation. Through interactive dialogue and reflection, the sessions targeted the level of thinking that creates energy that is generative and not draining.

The introduction of small mindfulness exercises at the beginning of the sessions helped shift the team to being present and focused and offered tools for use in the leader’s day-to-day work. The facilitation and content structure supported partnering, shared accountability, and self-awareness.

The models supported a forward-looking, solution-oriented common language for noticing individual and collective leadership behaviors and created a container for exploring relational team dynamics and interactions.

The Impact

The work explored the relationship between a leader’s mental, emotional & physical state and the quality of their conversations, interactions, relationships, results, and effectiveness. This translated to the leaders’ ability to intentionally apply coaching and listening skills with their own teams for a greater, more positive impact.

Through interactive dialogue and facilitation, the participants were able to do courageous work in expanding their own thinking to add purpose-driven, authentic expression to an already strong foundation of problem-solving leadership behaviors. The group walked away with insights to put into practice in their day-to-day work.

The Director said, “this team, in their roles, is always focused on ‘getting to yes ‘ and this work has helped the team to find calm and joy and helps us recover from exhaustion” and it helps them notice “where they are” at any given moment. Others reflected that what was meaningful was learning to notice on purpose and being able to “be at the eye of the storm with courage and confidence”.

The introduction of these models and tools helped to support individual and collective effectiveness. It planted seeds for a future filled with possibilities, while creating a psychologically safe space for dialogue, listening, and vulnerability of their shared experiences.

If you’d like to learn more about how you can bring this tool to your leaders, contact us at SixSEED Partners.

THE INCLUDER PRINCIPLE

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What the Includer Strength Can Teach Healthcare Leaders

Belinda West, OTR, MSML, C-SIPT, CDE® 

Of the 34 talents that Gallup has studied over many decades, the talent or strength, ‘Includer,’ provides some key principles that serve healthcare leaders particularly well. Over my long career as a healthcare leader, I frequently noticed a familiar pattern of behavior that positively impacted the trajectory of patient outcomes. I sometimes noted it as compassion. At other times I felt more definite that it was empathy. Empathy is integral to patient satisfaction, and good clinical outcomes, according to Derksen et al., 2013. Maxwell, 2008, used the term compassionate empathy, which emphasizes deep emotional resonance with another person’s suffering that moves us to action. Inclusive leadership amplifies empathy and compassion while increasing satisfaction and outcomes for all staff and patients.

Inclusive leaders consider customer feedback confirming that their organization delivers excellent care but also the mortality and readmission rates that often tell another story. They search for a complete picture by analyzing data that speaks on behalf of patients and staff that may never complete a satisfaction survey. Includers might approach satisfaction data with a deeper look at why the trends exist. They listen to the stories of even the quietest voices.

Includers, as described in Strength Finders 2.0 by Tom Rath, love to “stretch the circle wider.” Includers embrace a fundamental leadership principle; ‘Watch for the excluded people and invite them in!’. Rath notes that Includers seek opportunities to bring together people from diverse cultures and backgrounds.

Even though there is often a great desire to master this quality, inclusive leadership doesn’t come easily. Inclusion is hard work and, at first, may feel a bit contrived or awkward, but you can scaffold your way to mastering this skill, even if this one is 34th in your ranking of talents. Those successful behavior patterns I noticed can be defined as rungs on the inclusion ladder.

RUNG 1

Move beyond your usual peers, and ask other clinicians, doctors, therapists, and providers, what they wish other disciplines knew that would make the workplace and care coordination function more effectively. Take the initiative to be the gatherer of diverse ideas and find fun ways to bring people together for sharing and discovery. Allow for anonymity when gathering information around loaded points of tension. And remember to stay focused on leveraging common viewpoints instead of over-amplifying opposing ones.

RUNG 2

Seek to understand ideas and opinions you find confusing or foreign to your lived experience. Although most healthcare leaders, in addition to their clinical expertise, may garner success by combining operational skills and influence, there is a risk that, over time, ruts of knowledge and well-engrained patterns of achievement may create dangerous blind spots. Practice the habit of asking more questions and staying engaged with the other person or group until they verify that you are paraphrasing their viewpoint accurately. Of course, this requires you to come from behind the desk and sit with others in a welcoming environment. For online engagements, dump the avatar and turn on your camera. In all cases, opt to listen twice as much as you speak. Seek deeper engagement and plan time to explore the “why” behind misunderstandings and mistrust.

RUNG 3

Embrace cultural discomfort until it’s no longer uncomfortable. Now and then, I fall off my exercise routine, and it’s painfully more challenging when I get back to working out. However, I know I must push past this stage until I can perform within my usual comfort range. Expanding our cultural flexibility and engagement is no different. Remember that cultural diversity encompasses a wide range of attributes, from ethnic and racial norms within a group to occupational and generational tendencies. One of the most fulfilling moments in my career was when I mastered enough Spanish to engage better with a fantastic team of women who were most comfortable speaking Spanish. We bonded, and I truly felt I belonged because they told me I did in Spanish! My circle had been expanding, but the growth was validated that day, and our relationships blossomed over the years. What started as clumsy attempts to engage became effortless and heartwarming!

RUNG 4+

Practice towards mastery! Rung four and beyond requires practice as you approach a level of proficiency, shifting your Includer strength higher in your ranked list of talents. But, whether your Includer strength progresses or you find that your circle of inclusion has grown, you will be forever changed. By widening your circle, you will find that those standing with you represent more diverse backgrounds and insights. You can become a highly trusted partner in building teams, departments, organizations, and systems that thrive due to the essential trifecta of compassion and empathy amplified by inclusion. Remember that inclusion is attainable and sustainable when you leverage the Includer principle!

References

Derksen F, Bensing J and Lagro-Janssen A. Effectiveness of empathy in general practice: a systematic review. Br J Gen Prac 2013; 63: 76–84.

Maxwell B. Professional Ethics Education Studies in Compassionate Empathy. New York: Springer, 2008.

Rath, T. (2007). StrengthsFinder 2.0. Gallup Press.

Belinda West is an affiliate coach/facilitator with SixSEED Partners and the owner of Occupation Humanity, which is committed to promoting humanity in healthcare. She helps healthcare leaders attain personal wellness and peak performance through executive coaching and organizational consultation. 

As an Advanced Certified Personal and Executive Coach, registered & licensed  Occupational Therapist and accomplished facilitator, she also enjoys motivating groups to achieve their goals through custom assessments, experiential learning, and deliberate practice. She also holds a Master of Science in Management & Leadership and is certified in Sensory Integration Praxis Testing and as a Diversity Executive. Connect with me on LinkedIn!

https://www.linkedin.com/in/belinda-west-otr-msml-c-sipt-cde%C2%AE-98498630/

We’d love to hear from you:  info@sixseedpartners.com.

Fixers Anonymous: “A 12-Step Program for ‘Fixers’” (Steps 10-12)

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By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 10-12.

10. We continued to be aware of our risk of overusing problem-solving/ fixing thinking and when we were wrong, promptly admitted it. We enlisted the support of key strategic partners to ensure we were distinguishing problems from polarities (complex challenges). An often heard question was: “Whose perspective/ voice are we missing that we need to bring into our conversation?” We found ourselves noticing the common tensions of leveraging local needs with system needs; having a communication style that was direct along with a more diplomatic one when that was called for. We focused on the quality of our work as we also focused on the cost of our work. To everyone’s delight, we also spent time talking about nurse and physician well-being along with patient and organizational well-being.

11. We sought out prayer and meditation experiences to improve our ability to notice in the moment and correct our responses. Knowing that the demands would not cease, we learned to assume responsibility for caring for ourselves through daily health habits like exercise; mindful and healthy eating; taking time-outs from electronic devices and spending focused time with family, friends and alone time. We began a daily spiritual practice that allowed us to feel connected to something larger than ourselves.

12. Humbly acknowledging our risk of overusing fixing to the detriment of sustainable and systemic change, we commit to cascading our learning to others who may be so afflicted. As I humbly and courageously worked on developing myself, I noticed that there were others on my team who shared this love of “fixing.” My modeling asking for feedback and being curious was a powerful invitation for them to do the same. I realized that it wasn’t sufficient for me to modify my behavior, alone: I had to help others find healthier ways of partnering and perceiving that created a culture of health and well-being for ALL. I now devote at least 15 minutes during my 1:1 meetings and during our team meetings to focus on our individual and collective development. We also engaged SixSEED Partners to help us identify our key tensions and then measure and create action plans around better leveraging these tensions so that we achieved sustainable change and progress with less expense to the system and to us!

If you need more information, please email info@sixseedpartners.com and they’ll be happy to support you! You can find some case studies around this work by going to: https://sixseedpartners.com/resources/.

Fixers Anonymous: “A 12-Step Program for ‘Fixers’” (Steps 7-9)

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By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 7-9.

7. We humbly asked our higher power to supplement our fixing habit with a healthy alternative. We bravely acknowledged that we didn’t have all the answers and could allow ourselves the opportunity to learn and expand our toolbox, while also providing an opportunity for others to develop their skills. We also realized that we didn’t have to abandon our “fixing” high but that we could complement it with something called polarity thinking- both/and thinking.

8. We made a list of all persons we had harmed and became willing to be transparent about our steps to recovery. In our haste to be the one with the one right answer, we acknowledge that we dismissed other’s perspectives, often making them feel devalued. At this time of “the great resignation,” we know we can’t afford to do that and we need every talented resource we can get to be successful. During our 1:1’s and team meetings, we fessed up and apologized for our previous dismissive behavior and committed to change. We asked our peers and team members to provide us feedback when they noticed positive changes and when they also noticed our inevitable remissions.

9. We made direct amends to people we had harmed unless doing so would injure them or others. For those whose perspectives had been dismissed, we now purposefully asked for their perspective as we were challenged by complex issues. Instead of trying to surface one right answer, we purposefully looked for numerous perspectives and seeming contradictions. Our goal became more about getting several voices and perspectives in the room, often from those who generally had opposite preferences from the majority.

Fixers Anonymous: “A 12-Step Program for ‘Fixers’” (Steps 4-6)

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By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 4-6.

4. We made a searching and fearless inventory of ourselves. We admitted that our tendency to attribute the cause of problems to others and place ourselves in a victim or hero role was interfering with our getting the results we want and draining us of the energy we need to get things done. This wasn’t someone else’s issue.. this perpetual perspective of “fixing” was ours to solve……oh, oh! We also acknowledged that our desire to fix came from a well-intentioned place—we want to ease the burden of others and make a positive contribution in the world. How might we harness that energy of contribution while continuing to appreciate our “fixer identity” when that approach was needed?

5. We admitted to others and to our higher power the exact nature of our wrongs. We acknowledged that our desire to fix became a barrier to others wanting to collaborate and communicate with us. We even noticed that we were pushing people away in our personal lives as we applied our fixer approach to loved ones who didn’t want a fixer and just wanted someone to listen. We summoned the courage to become transparent with others about our desire to expand our way of perceiving challenges and to humbly ask for help. We noticed that when other leaders were transparent about their development efforts, others looked at them with greater respect. Perhaps we can trust ourselves enough to believe that showing our own vulnerability might engender more trust and desire for partnership.

6. We were entirely ready to have our higher power remove all these defects of our overdone fixing habit. We started asking for help and learned that there was a supplemental way of perceiving challenges that expanded upon fixing. We didn’t have to relinquish our fixing identity: we could add to it different perspectives that allowed us to see a larger and more complex picture. Expending less energy and embracing other perspectives actually could create longer lasting, effective outcomes with less wear and tear on myself and others!