SixSEED Partners

#systemintegration

Scaling Leadership

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Collective Honoring of Progress and Harvesting of Thinking to continue driving change for Excellence and Well-being

Petra Platzer, PhD NBC-HWC, PCC: CEO SixSEED Partners 

Background:

SixSEED Partners was invited to design and facilitate a full day retreat for all frontline and senior leaders within the Nursing and Patient Care Services department for two newly integrated hospital centers within an Academic Medical Health System. This was the first full department gathering since the Chief Nursing Officer had stepped into her role in 2021. In the prior two years, we supported the vice presidents and directors to apply polarity thinking to their integration process, creating a culture of “we” instead of us / them. The Chief Nursing Officer’s vision now was to continue scaling this “we” culture through the larger group by celebrating their 2024 accomplishments and looking forward for how to drive the changes needed for optimal patient care delivery. Recognizing that scaling leadership begins with herself, this nurse executive also selected two of her vice presidents to be part of the planning and execution of this whole department retreat.

Strategy:  

The retreat began with intentional time to reflect on the past year and celebrate the numerous accomplishments achieved across the various service lines and numerous inter-disciplinary efforts. This intentional slowing down to acknowledge the best of the past/current state was a generative action to help connect to their hearts and each other. From this appreciative space, we challenged the leaders to focus on the C-Dimension of Work, as first coined by Peter Senge, to collectively name what specifically was working for them within each of their 2024-2027 Strategic Plan Initiatives. Knowing the tendency to defer to authority within clinical realms, the design team leaders helped randomize the participants and we invited everyone to leave their “titles” at their tables and lean into speaking their thoughts, no matter their role. After identifying the best of what has been working so far, we facilitated a modified world café for the participants to think about how they might approach meeting future patient care needs by optimizing their delivery model.

 

Solution: 

Petra Platzer, Vinay Kumar and Lisa Hompe led the 130+ leaders through exercises designed so that everyone could share and build upon each other’s thinking. The group activities enabled all to participate and stretched the leaders to shift from their strength of managing operations to that of designing strategic actions to achieve results. 

The day’s structured activities invited diverse perspectives, including that of the medical center’s CEO whose presence for part of the day allowed him to witness and offer recognition for the collective progress and successes.

Through this experiential design, the participants gained an understanding that in a dynamic and complex environment like healthcare, the way to best lead for excellence and well-being is to scale their leadership through continued development – individually and together.

Impact: 

At the conclusion of this full day departmental retreat, the leaders and frontline managers surfaced existing and new ways of thinking and acting that can help drive their strategic plan and Vizient domains for optimizing the patient care delivery model. Focusing on successes and existing leadership capacity created palpable energy, inspiration and relief in all they can accomplish by working in partnership with each other.

Some of the key take-aways and appreciations participants named include: 

  • • “We need to do this more often! We’re not alone and we’re better together!
  • • “Practice gratitude. Use technology to make workflows easier. Remove barriers.
    Empower others. Celebrate small wins.”

To learn more about bringing this kind of work to your organization, contact us at SixSEED Partners.

Improving Leadership Well-Being in an Academic Medical Center

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Application of polarity thinking and Accountability Structures to Improve well-being & culture change.

Joy W. Goldman RN, MS PCC: Founding Partner and Advisor SixSEED Partners

Background

In our work with Patient Care and Nursing Senior Leaders at an academic medical center, we have been focusing on two key tensions: care- for- self and care -for -others; and integration for two hospitals and with patient throughput strategic partners. Our design for facilitation has mirrored this interdependency: we have focused for this past year on both well-being and integration, setting the vision that team-member well-being and quality excellence can co-exist.

The Strategy

Over the past year, we have blended in-person and virtual team facilitation for thirty nursing and patient care leaders. We have grounded our work with three powerful and complementary frameworks: Polarity Thinking; The Leadership Circle Profile’s Collective Leadership Assessment and Above and Below the Line from the Conscious Leadership Group. 

The Solution

Applying a blended, action-learning framework and a coaching lens to our work with thirty Vice-Presidents and Directors of Nursing and Patient-Care services, we used time-tested frameworks to support a high reliability culture and decrease blame.  We invited the leaders to suggest real-time work applications so that the learning was in the context of their existing priorities and did not add any undue burden on these already exhausted leaders.  Our emphasis throughout this past year and the past two years has been integrating a focus on well-being in the context of creating sustainable excellence.

The Impact

After nine months of blended facilitation and interim “field work,” we heard the following results in the leaders’ change of thinking, emotions, behaviors, and results: “I’ve reduced my heart rate by six beats/ minute.”  “I’ve been modeling setting boundaries around my time at work and giving myself permission to take the weekend “off” from emails and work and I’ve noticed that my team members are doing the same- what I model they seem to follow.”  “I’ve become more present to who is in front of me and I’m listening more.  Before I would be more concerned about getting somewhere on time and now I realize that the person in front of me is more important.  This sense of presence has also impacted my home life and I am more present there.”

Would you like to hear more about how you can develop your leaders, improve well-being and culture, while you do essential work and not separate from your work? We’d love to hear from you! Please contact us here: https://sixseedpartners.com/contact/

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/

Polarity Approach to Expedite Hospital Integration & DEI

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Building Leadership Capacity to facilitate culture change and Improve
Diversity, Equity and Inclusion

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

Background

SixSEED Partners was invited to help build leadership capacity in patient care and nursing leaders to support the integration of two separate hospital entities within one health system. After the first year of facilitated work and implementing a collective leadership assessment, this second year was focused on engaging the leaders in recreating a culture that supported integration while allowing for the retention of what was unique and market competitive for each individual entity.

The Strategy

SixSEED Partners designed a two-day workshop that introduced the leaders to both/and thinking as a complementary tool to traditional problem-solving – either/or thinking. We were most concerned about surfacing the fears and concerns from the smaller hospital entity, that also happened to be a microcosm of the lesser served, mostly black community. Leaders were divided according to hospital entities and each had the chance to identify most treasured cultural attributes and worst fears of integration with themselves and then with each other.

The Solution

Fears that were identified by the smaller hospital included loss of identity; constant comparison and loss of unique attributes; lack of ability to autonomously act; loss of connection to their geographic community; and lack of influence in decision-making. What they valued and wanted to preserve, for both organizations included their unique histories; their commitment to the patients, community, and each other; a spirit of collaboration; shared knowledge; and diversity of staff and patients.

The Impact

At the conclusion of the two days, the leaders created a complete polarity map focused on their integrated one system. They had action steps to leverage retaining the best of current culture while preparing to best meet the future. They also identified early warning signs to alert them when they were overdoing either pole: too much tradition and too much change.

    If you’d like to learn more about bringing this work to your organization, contact us at SixSEED Partners.

    Both/And Thinking

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    Application of polarity thinking to Improve well-being and integration for two hospitals within an Academic Medical Health System

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

    Background

    SixSEED Partners was invited to help build capacity in patient care and nursing leaders for improving well-being and supporting the integration of two separate hospital entities within one health system. We had spent the prior year working with these leaders on strengthening team bonds across functions and service lines, and building capacity for shifting from problem-oriented, reactive thinking to purpose-driven, creative thinking and execution. The nurse executive’s vision was to create a culture of “we” instead of us/them and to decentralize decision-making and empower leaders to lead with less deference to the nurse executive.

    The Strategy

    SixSEED Partners designed an initial two-day workshop that involved walking the leaders through two polarity maps: the first- honoring the nurse executive’s wish to focus on the leaders’ wellbeing, was leveraging care for self and care for others. This map introduced the leaders to the interdependency between those poles and their personal and cultural bias toward care for others, often to the neglect of care for self. The “Me/ Not Me” – value/ fears were somatically felt as each leader stood in the quadrant representing the upsides of care for self and care for others, and the downsides of each. We also facilitated walking the maps of the individual hospital entities, creating a map for the integrated organization.

    The Solution

    Vinay Kumar and Joy Goldman led the thirty leaders through exercises that inspired honest and vulnerable sharing which paved the way for team support in increasing actions around care for self, and early warning signs for when the leaders were at risk of burnout and exhaustion. Some of their takeaways for that first day included: “It’s OK to care for self.” “I’m not alone.” “We’re not perfect and that’s a good thing!”

    The second day was all about integration and the smaller hospital entity leaders who had lost, or was losing two of its senior nursing leaders, was able to courageously discuss what cultural traditions were important to move forward, and their fears of being engulfed by the larger entity and losing their identity. At the end of day two, the leaders had formed a complete polarity map representing the best of both organizations that was important to bring forward AND outcomes that needed to occur to best meet the emerging future.

    The Impact

    At the conclusion of the two days, the leaders created a complete polarity map focused on their integrated one system. They had action steps to leverage retaining the best of current culture while preparing to best meet the future. They also identified early warning signs to alert them when they were overdoing either pole: too much tradition and too much change.

    There were several new leaders in the group who offered these comments:

    • “I appreciate bringing SixSEED in to facilitate this as many organizations don’t do this and it shows that it’s important
    • “I’m impressed with the support and sense of “we” here that often does not exist in other nursing and patient care service leaders/ divisions.” (systems)

    If you’d like to learn more about bringing this work to your organization, contact us at SixSEED Partners.

    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!