SixSEED Partners

leadership

Grounded and Conscious Leadership

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We declared this in our recent blog addressing systemic racism, which also quoted Angel Kyodo Williams, Sensei: “Love and Justice are not two. Without inner change, there can be no outer change. Without collective change, no change matters.” 

Now is the time for inner change so that we can transform our many economic, social, spiritual and health divides into just, equitable, and healthy systems for all.

To do this – as human beings and as leaders – we must be grounded and conscious to effectively take on this formidable challenge, in addition to all the usual challenges on a daily basis.

Knowing that grounded and conscious leadership is a vital competency for our healthcare leaders and teams, SixSEED Partners (SSP) is strategically partnering with Healthy Companies (HC) because of their vast research, tested applications and impactful results from their Grounded and Conscious Leader framework.

Founded by Dr. Bob Rosen in 1988, Healthy Companies has spent over 30 years culminating personalized, evidence-based solutions that succeed in transforming executives into leaders, staff into teams, and companies into healthy and sustainable ecosystems. Their work has been applied nationally and internationally across the high tech, automotive, banking and healthcare industries, amongst others. Their 2015 research exploring the 6 dimensions of a Grounded and Conscious Leader are proven to predict high performance and improved business outcomes. 

Due to the tremendous synergy between SSP’s and HC’s missions for creating healthy outcomes for leaders and systems, SSP’s Joy Goldman (CEO) and Petra Platzer (COO) became certified facilitators of Healthy Companies’ Grounded and Conscious Leader framework. This methodology for “Developing Grounded and Conscious Leaders” integrates action learning, behavioral science, social accountability, full-brain learning and an online portal for just-in-time tools, all of which support sustainable behavior change.

As SixSEED Partners’ commitment to provide integrated solutions to heal healthcare, we are excited to co-facilitate a virtual workshop with Healthy Companies where participants will explore these 6 dimensions and apply them to their own situations.

See here to learn more about this free virtual offering:

“Grounded Leadership: The Vital Foundation to Lead Through Uncertainty”

August 5, 2020 | 12:00 – 1:30pm EST

Register today! 

 

CEO Declaration

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Compassionate AND Courageous Leadership for our Nation’s Healing

“Through this work, I’ve learned that each of us is more than the worst thing that we’ve ever done; that the opposite of poverty isn’t wealth, the opposite of poverty is justice;  that the character of our nation isn’t reflected on how we treat the rich and the privileged, but how we treat the poor, the disfavored, and condemned.”  

–Bryan Stevenson, Director, Equal Justice Initiative

I write to you today as the CEO of SixSEED Partners; as a nurse who has dedicated her life to providing health and healing to all, and as a growing- in- consciousness white, privileged woman who is deeply saddened by the pervasive demonstrations of systemic racism and violence in our nation.  George Floyd; Ahmaud Arbery; Breonna Taylor; Freddie Gray – too many names to do justice to their lives by listing them here.  While I mean this statement deeply – I also believe strongly that these words of support are not sufficient to create real systemic change. Now is our time to ACT.

The question we are facing at SixSEED Partners is one we ask our clients to consider, too. How do we Act effectively, without “reacting”?  As we shift from our anger and sadness to activism and change, we challenge ourselves to focus on the impact we want to create:  our desired outcome, which is to contribute to a just and equitable culture where health is a right for all.

At SixSEED we partner to create “ecosystems” – environments in which individuals, teams, and organizations can all thrive.  Our approaches and tools-of-our-trade surface and honor differences and differing perspectives while moving forward together with increased speed and more sustainability. Healthy and thriving ecosystems require diversity and integrated solutions. 

A frequently asked question is, “Where to start?”   

We believe leadership comes from a variety of places and is always an inside-out job. Here are 5 essential steps we see as necessary for healing and lasting change, at all levels of a system:

  1. Embrace Courage in Being Vulnerable – Critically Self -Assess:  How are we part of the solution or part of the problem?  How do we know?  Whose perspective is missing in our lives and how do we bring that perspective(s) in?  Whether in reading; watching TED talks or YouTube Videos; engaging in conversations with our neighbors or families, we must take individual responsibility to improve our literacy in racism, implicit bias, white supremacy, and anti-racism.  
  2. Hold Self and Others Accountable, While Resisting Blame: It takes courage to resist blaming others and to recognize that Who and What we criticize lives within us.  What difference could it make if we could focus on accountability for behavior, and love the human being before us – and within us? How might making that shift impact us personally, as a leader,  in our organizations?
  3. Hold a Place for Compassion and Forgiveness:  This is easier said than done, particularly when trying with those we consider our “enemies”. Merriam Webster defines compassion as: “the sympathetic consciousness of others’ distress together with a desire to alleviate it.”  Notice there is no judgment here. It is more a recognition of our common humanity.  That is the outcome we are hoping to create in our world! Regardless of race, ethnicity, sexual preference, income, military status, and so many other differentiators – we are one common humanity.
  4. Be a Diversity Leader-by-Example – Imperfectly:   We don’t need to wait for a formal Diversity Officer to start making changes in our organizations. At every level – personally and in our teams – be intentional to bring as many different perspectives in the room as possible.  Make it a habit to ask questions like: 
    1. “Whose perspectives are missing here?”
    2. “What voice/s are being marginalized, and why?
    3. “How do we ensure all voices are heard?”  
    4. “What is the quality of our listening? Are we listening to confirm what we know or to hear what we haven’t yet considered?”
    5. “What shifts do we need to the practices we’ve accepted?” For example, instead of hiring for “fit,” what if we hired for “non-fit?”
  5. Allocate your time, money, and talent in service to living a vision of a just and equitable culture.  Rev. Angel Kyodo Williams, Sensei said it best: “Love and Justice are not two. Without inner change, there can be no outer change. Without collective change, no change matters.” 

Like all systemic changes, they take intentional learning, development and actions, over time.

To stay connected with what SixSEED Partners is doing to support anti-racism, see  the below key resources and actions we are taking … to be anti-racist and create integrated solutions to heal our nation’s healthcare systems.

In health and healing,

Joy W. Goldman RN, MS, PCC

CEO and Founding Partner

SixSEED Partners 

Self-Learning / Action Resources:

  • How to Be Anti-Racist, by Ibram X. Kendi
  • White Fragility: Why It’s So Hard for White People to Talk About Racism, by Dr. Robin DiAngelo
  • “Deconstructing White Privilege” with Dr. Robin DiAngelo

Organizational Learning / Action Resources:

  • EQUALITY: Courageous Conversations about Women, Men and Race to Spark a Diversity and Inclusion Breakthrough, by Trudy Bourgeois
  • Race Talk and the Conspiracy of Silence: Understanding and Facilitating Difficult Dialogues on Race, by Derald Wing Sue
  • “US Businesses Must Take Meaningful Action Against Racism” LM Roberts & E Washington, HBR, June 1 2020 

https://hbr.org/2020/06/u-s-businesses-must-take-meaningful-action-against-racism

Organizations to Follow / Support:

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!

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.

Leading effectively: The importance of giving yourself – and your teams – space to breathe and think

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Are you leading through continuous change? Is the change unpredictable and moving at such a fast pace that it is difficult to keep up and has you wondering what it looks like to lead effectively and with the space to think? Not just for yourself, but also with your leadership team and for your teams across your system?

These are very common questions we hear from our clients, and frankly, what a multitude of articles and books are being written about in the leadership development space. The fundamental principle involved in all of them is similar to the metaphor of the Oxygen mask on the plane: in order to navigate the changing situation (e.g. cabin pressure dropping), we must slow down and put the oxygen mask on ourselves, before we can effectively serve others and take further actions. 

What is that metaphorical oxygen mask for you, your leadership team, and your system as you look to navigate unpredictable and complex situations? One vital tool to answer that question is to create increased awareness through feedback systems – internal and external – focusing on the way we are interacting and taking action with others.

Image by David Emerald, www.3VQ.com

If you read that sentence and felt an added weight or wanted to dismiss that because it’s just “another thing to do,” you may be interested to learn that Peter Senge, known as the father of organizational learning, has long advanced the framework that focusing on thinking about how we think, interact and take action is the critical 3rd dimension of work within every organization.1  This is not extra work, nor soft work – it is the vital groundwork that when incorporated, can support you and your teams to navigate complexity and ambiguity effectively over time.

So back to that oxygen mask metaphor: having systems and structures in place to get feedback on how you are interacting and taking action, the impact it is having to yourself and others – is your way of assessing what the cabin pressure is in your environment.

Internal feedback systems include administering “self check-ins” and establishing a “self care plan” that puts you as a priority on your to-do list, among all the other priorities that your role and organization are asking of you. As leaders, you have this strength developed around planning for implementations, for budget cycles, for change initiatives – you must apply that same skill to yourself before any of those others. In healthcare, the troubling reality – and sad irony – is the increasing evidence that those providing care, administering and leading the health care system are doing a poor job of modeling that care for themselves.  No system – and no person – can sustain over time with that kind of discordance within.  What is your “self care plan?” On a scale of 1-10, how do you rate yourself in implementing your plan successfully? What works for you, and what gets in the way?

External feedback systems include informal, formal, ongoing and easeful ways of giving and receiving information to each other that increases your collective awareness, for the sake of learning and evolving amidst the ongoing change around us. When done effectively, this can raise the learning cycles from single loop, to double loop and even triple loop learning.2,3 What systems do you have in place to learn about the ways you – individually and collectively – are interacting and the impact you are having with respect to your intended results?

In healthcare, most often the external feedback loop stops with processes like HCAHPS and performance reviews. While both provide important information, it is at best partial and incomplete for an overall effective external feedback system. While it is beneficial and important to look backward to review what has been achieved, having only that focus orientation has an inherent trap in its design. Namely, the underlying intention and processes typically do not include two-way communication, nor have the intention of generating growth and development in a forward direction. Effective external feedback systems require a “growth mindset” and a focus on “scaling leadership.”

These two components are your metaphorical oxygen being delivered in the oxygen mask.  Stay tuned for additional articles to expound on these topics.

For now, take a moment to ask yourself – and your leadership teams – the questions posed in this article.  So that our readers can learn and grow together, tell us your story of what you find is working for you. If you recognize any gaps or areas you could improve in, we invite you to share that too.

Reference:

  1. Senge P. (1992) Building Learning Organization Journal for Quality and Participation. 15(2): 30-39.
  2. Argyris C. (1991) Teaching smart people how to learn. Harvard Business Review. 69(3): 99‐109.
  3. Tosey P., Visser M., & Saunders M. N. (2012) The origins and conceptualizations of ‘triple-loop’ learning: A critical review. Management Learning. 43(3): 291–307.

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Next Generation Succession 2.0: Leveraging Succession to Accelerate Leadership Capacity

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On July 25th, Dr. Larry McEvoy and I had the privilege of presenting the above topic to a room filled with leaders, recruiters, and consultants attending the American Hospital Association 2019 Leadership Summit in San Diego.  We provided a case study that illustrated the application of a different paradigm in addressing succession planning. What the audience most appreciated were the five key shifts necessary to leverage systemic leadership capacity that drives results while fostering better engagement and well-being.  They are as follows: 

  1. “Bet on the herd; not the horse.” Paradigm shift from heroic leader with development of a select few, to increasing the thinking capacity of many leaders.  Focus on the collective rather than individual leadership.
  2. Create deep thinkers who are comfortable with the unknown and who create developer leaders. These leaders see “scaling leadership” as a key accountability area for their role.  Development is not a “nice to have.” It’s an intentional, systemic priority with frequent and varied feedback loops.
  3. Cascading both/and—polarity thinking along with problem-oriented thinking (either/or): Leaders are often promoted for their problem-solving ability.  Unfortunately, all the simple problems have been solved and healthcare is now dealing with complex issues that are interdependent.  This requires the ability to see and effectively leverage the larger system of polarities: mission and margin; tactical and strategic; centralized and decentralized; continuity and transformation.  Cascading a system’s capacity to manage paradox increases the system’s ability to compete in this complex world.
  4. Providing strategic simulation experiences that intentionally take the leaders out of their comfort zones; pairs them with leaders with whom they share different perspectives and apply time constraints that simulate the pressures CEOs face in dealing with real environmental challenges. This exercise provided a real-world “heat” experience that included their presenting to a mock board with challenging questions a CEO would experience from the board.
  5. Be a lens, not a filter: Shifting from silo’d selection and placement of CEO to an integrated process that proactively identifies development needs and structured methods to meet those needs post CEO hire.  The goal of the succession/ development efforts being stabilization of the entire system during times of transition as compared with filling a given role.

Click here to download a copy of our presentation. We’d love to hear from you! 

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References: 

Anderson, Robert, and William Adams.  Scaling Leadership: Building Organization Capability and Capacity to Create Outcomes that Matter Most.  Hoboken, NJ: Wiley and Sons, Inc., 2019 

Anderson, Robert, and William Adams. Mastering Leadership: an Integrated Framework for Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: Wiley and Sons, Inc., 2016

Johnson, Barry. Polarity Management: Identifying and Managing Unsolvable Problems.  Amherst, MA: HRD Press, Inc. 1996

Petrie, Nick. The How To of Vertical Leadership Development Part II:  30 Experts; 3 Conditions and 15 approaches. Colorado Springs, CO: The Center for Creative Leadership, 2015 (http://tinyurl.com/jrxuvgx)