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NOVA Conference Opening Video

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On December 1st, Brian Berman, President of the Nova Institute for Health and Founding Director of the Center for Integrative Medicine, University of Maryland School of Medicine, presented “Integrated whole-systems approaches at all scales: for health, healing, and flourishing.” The conference opening video is worth two minutes of your time.

The Nova Institute’s Goal is: The ultimate aim of planetary health is flourishing along every level of the person, place, and planet continuum. In an era of so many interconnected challenges, there could not be a more important time for ambitious, integrative approaches.” Dr. Berman is quoted: “In challenging times there are also great opportunities to reach beyond boundaries and fundamentally shift how we think about well-being at all scales.”

At SixSEED Partners, our mission is to provide integrated solutions to heal healthcare. Supporting and implementing the tools from the IDG are critical to our mission for sustainable change.

HAPPY THANKSGIVING

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Joy Goldman RN, MS, PCC: CEO SixSEED Partners

“Gratefulness is a touchstone, offering us what we need not simply to survive difficult times but to appreciate them for their exquisite complexity, buried blessings, rich opportunities, and deep teachings.”. Kristi Nelson On behalf of SixSEED Partners, we want to thank everyone who works in healthcare for their selfless commitment to their patients, community and fellow teammates. Closer to home, we want to thank our clients, current and past, who demonstrate courage and compassion as they lead through complexity. We want to thank our partners who help extend our vision to heal healthcare, and last but not least, our families and friends who inspire us to care for ourselves so that we can care for others.

Leveraging 360-degree Feedback for Systemic Impact

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Physician Development Case Study: Academic Medicine

By:Joy Goldman RN, MS, PCC:  CEO SixSEED Partners, BSN, ACC

Background:

SixSEED Partners (SSP) participated in a coaching engagement with an Academic Medical Center physician leader.  Halfway into the engagement, we agreed to complete a 360-degree feedback process in support of the client’s ongoing systemic leadership and development.  The leader wanted to improve her leadership and also be able to cascade the learning to her physician partners.  The Leadership Circle 360 Profile (LCP) was administered to help hone in on priority development efforts.

Strategy:

The client’s role interfaced with faculty, residents, fellows, and administrators so the respondent group was very diverse.  The client’s results demonstrated high creative leadership (3-4 dimensions rated 80% or above yet there was a perceptual gap between self-ratings and that of others.(for detail on the tool, see The Leadership Circle Website).  Of note was the client’s self-rating in the 89 percentile for Passive, and respondents’ ratings of 81 percentile for Distance (reactive dimensions).  The client also had rated themselves in the 7% for courageous authenticity while her respondents rated her in the 53%.  What was clear was that the client was holding back and not bringing their full self and talents to the organization and the energy spent on protecting and playing it safe was draining.

The Solution:

As we explored internal and external dynamics, we found support in the theoretical frameworks of the Empowerment Dynamic, and Polarity Thinking which correlate perfectly with the LCP framework of reactive and creative modes of energy management.  Through coaching and much reflection, the client was able to see how his direct reports were placing him in a rescuer (hero) role and were presenting themselves as victims to system leaders, mainly hospital Presidents who were perceived as villains (see graphic).  This dynamic was evident through numerous cultural stories in the organization—not only did this dynamic occur within his organization:  it was prevalent throughout the system, with a displacement of accountability to “higher-ups,” which was also convenient when something didn’t work.  Blame was a well-known song sung throughout the system.

Impact:  

From the client’s perspective, he was able to see that he was re-enacting that dynamic with his boss and part of his development was to be conscious of the roles he was playing and putting on others.  He started individual meetings with his direct reports and shared the distinctions between victim and creator, encouraging them to take ownership and identify actions they can take to influence what they wanted to create in the system.

The client was also challenged to lead a system-level leadership development effort where both/and thinking (polarity thinking) would be introduced and measured for the prevalent tensions of Centralization and Decentralization (system service lines AND local hospital entities) and Individual AND Team accountabilities.  In this way, he would broaden the leadership capacity of system leaders which would minimize the victim/persecutor conversations and support mutual accountability throughout the system.

Are victim/ persecutor conversations rampant in your organization?  Are you fatigued in having to spend time on these draining discussions that result in stagnation and energy drain?  We feel your pain!  Contact us to learn how you can lead sustainable, empowering change in your system!

Leveraging Individual AND Community

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Owning Your Own Power as an Individual Leader

By:Joy Goldman RN, MS, PCC:  CEO SixSEED Partners, BSN, ACC

Background:

As a healthcare executive, you are called to be able to lead yourself and lead others.  For some physician and nursing leaders, particularly those coming from more team-oriented medical practices, like the Emergency Department or Behavioral Health, this shift can be daunting.  Additionally, as the workplace mirrors a melting pot of diverse cultures, we also find a blend of those who prefer decisive/ individual leadership and those that prefer collaborative/ team-based leadership.  Effective leaders know how to leverage both poles.

Strategy:

In our work with two physician female leaders, we noticed both struggling with this challenge of leveraging both individual assertion- owning their power AND collaboration- shared decision -making.  Both of these leaders had strong inner critics that eroded their confidence and interfered with their execution of job responsibilities.  For one, as a new hospital entity, CEO, and one taking over an organization where the prior CEO had a decades-long tenure, she was reluctant to assert her individual power in fear of resistance from the existing leaders.  For another, her cultural upbringing promoted an overdone respect for authority where navigating power with direct reports was a challenge.

The Solution:

For both of these leaders, the coaches affirmed their strength while also encouraging them to lean in to their lesser preference.  For the CEO, she acted on her assessments of what she needed in her executive team and was able to respectfully and assertively make changes in her executive leadership team.  For the emerging physician leader, she was able to respect her cultural upbringing while also leveraging power with others where she was more open to feedback and other perspectives, allowing for a more cohesive team.

Impact:  

These mindset and behavioral shifts created more prompt and impactful leadership with less wear and tear on the physician leaders.  How are you and your organization leveraging these individual and collaborative tensions?  What do you notice about our country’s capacity to do this and how does that impact you and your community?  We’d love to hear your thoughts. 

You can let us know by going to www.sixseedpartners.com/contact.

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.

Leveraging Knowing AND Not Knowing

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Practicing knowing and curiosity in our new home

By:Joy Goldman RN, MS, PCC:  CEO SixSEED Partners, BSN, ACC

Background:

At SixSEED Partners, we coach leaders in managing many seemingly competing priorities.  In healthcare, we like to KNOW.  Being the person who has the right answer is often seen as a strength, and many healthcare leaders are promoted for their problem-solving capacity.  What happens when you can’t know due to massive uncertainty (prevalent in our world) or because you are thrown into totally new territory?  Follow me on my journey adjusting to life in a new country.

Strategy:

Survival and happiness!  Two weeks’ ago, my husband, myself and three cats moved from our home of twenty-plus years to Portugal. We had leveraged learning and knowing over the past year as we completed documents and processes necessary for the move.  We had some inkling that it might feel a bit like Dorothy in her declaration of: “we’re not in Kansas anymore,” yet the beauty, peace, and access to the rest of Europe was propelling us forward. Once in Portugal, we were flooded with “not knowing.”  We don’t know how to speak nor understand the language; we don’t know what stores to go to for common, household items; we don’t know how to navigate the phones, mailing a letter home, reading food labels, and navigating the healthcare system.

The Solution:

Being immersed in this totally new and unfamiliar world, we must leverage the other pole of knowing:  we must leverage “not knowing” and curiosity.  We have to ask questions and rely on others and google translate to find our way.  As we work with leaders in healthcare on their development, there are two capacities which often are under-used and require humble practice:  asking for help (admitting not knowing) and leveraging an attitude of curiosity, wonder, and awe.  A healthy dose of humor also helps in navigating this terrain.  

Here in Portugal, we’ve had many Expats and native Portuguese residents help us in our learning.  There are times we will relapse and I will admit to being in tears at least once in my feverish desire to “know.”  And the moment passes and I channel humility and laughter to be able to say to myself: “Ah, yes: another opportunity to practice and learn!”

Impact:  

First and foremost, this capacity of leveraging knowing and not knowing helps improve and maintain a sense of wellbeing.  We tame our inner critic who is usually at-the-ready to barrage us with self-flagellation.

Secondly, the practice creates space for others to shine, offer what they know and to offer us support.  As a master care-giver, receiving is also an under-used muscle.  How glorious to be able to exercise that muscle in my new home.  Will you join me in the practice of “not knowing?”  I’d love to hear of your experiences.  You can let us know by going to www.sixseedpartners.com/contact.