SixSEED Partners

Team Development

Shifts Transforming Organizations

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

McKinsey & Co published a report: “The State of Organizations 2023: Ten Shifts Transforming Organizations.” Post Covid life has leaders realizing “we’re not in Kansas anymore,” as Dorothy said to Toto in “The Wizard of Oz.” What has worked in the past will not work now. The challenges are different. As the report states: “The shifts include complex questions about how to organize for speed to shore up resilience, find the right balance between in-person and remote work models, address employees’ declining mental health, and build new institutional capabilities at a time of rapid technological change, among others.”

The report outlines the results of their interviews with 2500 business leaders. Reading the list of ten shifts may have you nodding your head in agreement: “Been there, done that.” The key question is “what are the changes that can be done today that will be cause sustainable improvement?”

At SixSEED Partners, we most agree with their second and third points for transformation: “The second and third points are “must dos,” regardless of the type of transformation undertaken: there needs to be a strong focus on cultivating talent and on investing in the leadership that will take the organization forward.”

As they assert: This is a MUST DO: not a nice to do. This is an investment of resources: not a “cost.” We are experiencing the cost of not doing this now: imagine how we might have fared differently if we had the leadership capacity— the thinking capacity to manage the pandemic and impending workforce challenges?

This capacity includes shifting from accountability with a few to broader, shared accountability and collaboration; from hospital-centric to system-centric; from profits to people; and integrating the best of how we’ve operated until now, with the shifts needed for the future.

We’ve done this work with ourselves, and with our client systems. You can read some of these case studies here: https://sixseedpartners.com/resources/

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

Maximizing Team Development: Leveraging Theory & Application

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The Forming & Norming Team:

SixSEED Partners was invited to facilitate an executive council retreat for the Heart and Vascular Institute (HVI) of a community-based medical center. The HVI recently re-structured their roles and leadership within the institute to better meet their mission. The Chief Physician Executive of the Institute, in partnership with the Business Strategist, wanted to provide a day of learning and development where the members could build trust, align around shared objectives and engage in establishing accountability. Amidst Covid-19, the leaders felt these objectives were so important to warrant an in-person gathering.  It was clearly as important to the executive team members, who showed up engaged and fully present during the full day team development process. As several of the members are also clinical physicians, it highlighted to us that proper planning can facilitate the space for them to join in this work, which is also important to them. 

Can we learn multiple tools and apply them in 1 day?  YES!

Do you believe it is possible to deliver four different tools in three hours and have participants feel they learned them and could immediately apply them for their benefit? Thanks to Petra Platzer, our COO, we know we can! In less than three hours, the administrative and physician leaders were introduced to Thinking Environments, DiSC®, the Team-Work Cycle®  and the Three Vital Questions®. Petra also facilitated experiential activities that had  participants immediately applying what their learnings to their own work and team dynamics. Joy Goldman further facilitated application of these tools through the team beginning to draft their team charter. Elements of focus were their interaction rules around meeting practices, communication, decision-making, communication, feedback and evaluation.

But was it effective? Yes

We modeled creating an environment for feedback & evaluation by dialoguing on feedback for us within the session. Each participant said the day was effective for them, some surprisingly so, in fact, as they often are skeptical about “these things”. Each also named how one or more tools were new and powerful for them, and immediately applicable in some way. Some spoke about their insights into their own behaviors and styles as compared with others on the team. Others especially enjoyed the powerful visuals by physically going through the team work cycle. They quickly identified gaps, and possible solutions, to some of their self-identified needs for moving more efficiently from ideas to execution. The visual exercise provided the gift of addressing these topics without  blame or personalization, which fostered trust and new understandings together. The best gauge for how effective they rated this was their assertion:  “we need more of this from you.”

How is your team developing together?

Whether your team has been working together for a while, is newly forming due to a re-structure, or is somewhere in between – how are they working together? Is there a benefit to focusing on their ways of interacting and learning additional ways for navigating what seems to be never-ending change together? Making the effort on this work is what makes teams perform higher and more productively, with much less wasted energy and re-work along the way.  Like this HVI executive team experienced, it is often a pleasant surprise and energizing to spend time developing together.  And, without doing this kind of work, teams can often experience side conversations, wasted energy and good, but not great performance. 

What are your experiences in teams for creating clear agreements on how you’re interacting so there’s greater productivity with less wear and tear on the system?  We’d love to hear from you about your experiences and challenges.  

To learn more about applying these frameworks with your teams, contact us at: www.sixseedpartners.com or by tagging us on LinkedIn or Facebook.

Living Our Practices: SixSEED Partners Retreat

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Our commitment

SixSEED Partners applies the tools and processes we use with our partner clients, to ourselves. One way we did that recently was to take some “time-out” from virtual and the day-to-day to do some reflection and self-care in the process of our work. Cliff’s retreat and learning center, “Kayser Ridge” located in Berkeley Springs, West Virginia was the perfect place to “walk our talk.” Here are a few highlights from our SixSEED retreat, which focused on leveraging a few key polarities:


Take Care of Each of Us
AND
Take Care of SixSEED

Appreciate By Looking Back
AND
Grow By Looking Forward

Our Actions

Prior to gathering at Kayser Ridge, we divided the work of the retreat according to each of our “sweet spots:” signature strengths (matching work with the right resource to tap into natural energy). We met between October 2nd and October 4th and each partner facilitated a section of the retreat, with previously agreed upon outcomes.  Tapping into our CEO’s “big picture,” strategic thinking and passion for the application of non-verbal methods of learning and change, we stood in each of our Six SEEDS to celebrate our accomplishments and sense into future directions.  Shifting from a macro lens to a more micro lens,  we next designed and filmed sixty second video summaries for each of the Six SEEDS. 

We spent quality time exploring the challenges and opportunities from the perspective of our client partners, and how this period offers unique opportunities for us individually and collectively.  We agreed to an infrastructure that would allow us to leverage margin with our mission to provide “integrated solutions to heal healthcare”. 

Amidst working hard, we played.  We shared in the preparation and clean-up of our meals, and enjoyed each “breaking bread” experience – complete with stories, laughter, and a few tears. We appreciated and experienced the beauty of our surroundings – more laughter stories over a campfire, under stars, and in the glow of harvest moonlight. Up from behind the mountains facing east, Joy captured images of the sun rising amid and the mountain mist. And in those same moments, turned the tripod to capture the moon setting down behind the western mountains. We watched leaves fall and streams trickle on a valley hike. Lastly, tapping into Petra’s lovable “jester energy,” we posed for photos in our own version of Charlie’s Angels.

Our Results

We have scheduled discussions with two partners we’re most excited about working with in the future; we re-allocated our compensation structure to support our strategic goals; and we secured resources to finish our SEED videos for publication.  We have a renewed sense of purpose in our work around culture, wellbeing and leadership ecosystem capacity as it pertains to providing skills that support depolarization within healthcare and our country.  In addition to these business results, we affirmed why we chose to partner in the first place:  that we are much better together than alone and we truly enjoy each other’s company and find it life-giving.

Our Invitation to you

As Petra articulated in a prior blogpost on the first Vital Question:  “Where are you putting your focus?,” it is easy to get caught in the maelstrom of activity and crisis.  This problem- focus results in wasted energy without accomplishing your desired outcomes.  By holding ourselves accountable to our desired outcomes and allocating time to step back, assess, and plan, we maximized our own wellbeing, while also being productive in our desired results.

We’d love to hear from you about how you’re leveraging taking care of yourselves while you take care of your organizations and appreciate by looking back and grow by looking forward.  Contact us at: www.sixseedpartners.com or by tagging us on LinkedIn or Facebook.

Shifting from Reactive to Proactive Work

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“How does our executive team become more proactive and less reactive? We are so busy putting out fires, but we’re not really moving forward on what the organization needs from us.”

If you have been asking yourself the same question, you are in good company. This year is a prime example that the one constant in life is change – which brings with it unknowns and an increasing pace of so many variables in the day-to-day and the big picture.

The Challenge

For the client who asked the question above, her clinical organization had acquired several other practices as a strategic move to keep each practice viable in this current economic climate. As a result, there were some key leadership changes, along with a need to establish a new organizational culture and vision. Instead of proactively working on those elements, the executive team was instead spending many hours reacting to perpetual fire drills, like EMR integration and compliance issues.

The Diagnosis

In an earlier blog, we introduced the concept of an Outcome Orientation. Just like a compass, this mindset puts our focus towards the results we want to achieve, instead of the alternate mindset of getting rid of the problem(s). One way to “diagnose” which orientation we are operating from, is by asking the 3rd Vital Question from David Emerald’s 3 Vital Questions™ (3VQ) framework: “What Actions are You Taking?” 

If the answer involves merely reacting to the problems of the moment, without any intentional actions focused on continuous improvement or forward progress toward the prioritized outcome, your diagnosis is clear: you are operating from the Problem Orientation. And just like the example, when we are operating from this orientation, we can feel stuck, frustrated, and burnt-out. We are also more likely to be experiencing and contributing to workplace drama from this orientation.

The Tension 

Once you have your diagnosis, you can proactively choose to take a different set of actions. 

How? By harnessing the inherent energy that is in the gap between the Outcome you want to achieve and the Current Reality that exists. This inherent energy, called Dynamic Tension follows the fundamentals of physics: to create movement between two points, tension is required. The pivotal key is developing the skill to “hold the tension” in a way that the rubber band doesn’t snap (too big a gap/tension) or fall off (too small a gap/tension) when the default reactive patterns show up again. In our experience, when clients become aware of the need and positive attributes for this kind of tension, this understanding can liberate them to work on becoming proactive.

The Shift to Proactive Actions

Once you’ve defined the Outcome you want and assessed your Current Reality, you have started working on the 5-step Action Planning Process to create proactive actions! Similar to climbing a ladder – one does not reach the top by starting at the first rung and jumping to the top rung. By using this foundational structure, however, you are able to identify baby steps – one rung at a time – resulting in incremental, deliberate, and long-term actions.

As we have been applying the planning process with the executive team from our client example, we can already see a lift in their individual energy, more cohesion as a team, and a change in their approaches for their expanded organizational culture. This is another great example of why we integrate the 3 Vital Questions™ framework within our SixSEED Partners solutions for all of our 6 service “seeds”!