Flow‐based Leadership 5/7/2017 STC Leadership Conference...Flow‐based Leadership STC Leadership...

Flow‐based LeadershipSTC Leadership Conference

5/7/2017

© 2017 Judith L. Glick‐Smith, Ph.D. 1

Flow-Based LeadershipWhat the Best Firefighters Can Teach You About Leadership and Making Hard Decisions

Judith L. Glick-Smith, Ph.D.MentorFactor, Inc.

Introduction

Background

Flow defined

High reliability organizations

Flow-based leadership model

Implementing a flow-based organization

About Dr. Judy


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How I Arrived in the Fire Service

What is Flow? Clear goals Opportunities for decisive

action Merging of awareness and

action Concentration on the task

at hand Sense of control and

confidence Loss of sense of self Temporal distortion Autotelic experience

How Flow Works


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How Group Flow Works

VUCA = Emergent Fluid leadership = Dynamic

subordination Consciousness = Ability to

“flip the switch” Shutting off the self to

merge with the team Every action, no matter

how tiny, has an impact on the dynamics of the system

The collective is enfolded within the individual and the individual within the collective

Flow and Decision Making

High cognitive ability

Low inhibition

High emotional intelligence

High Reliability Organizations Training and preparation Performing at maximum capacity in

emergent situations and environments

Anticipating “unexpected” problems

Preoccupation with failure

Reluctance to simplify

Sensitivity to operations

Containing “unexpected” problems

Commitment to resilience

Deference to expertise

Remaining mindful


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Operationalizing an HRO Culture

Leadership begins with individual choice

Individual mindfulness champions mindful behavior

Culture is knowing and sense-making

Culture change is often born out of tragedy

Georgia Smoke Diver

What is Flow-based Leadership?


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Lead by Example

Leaders of Equals

Communicate Vision

Mission Creed Core Values

Processes and procedures Real-time communication

Instructions Internal notifications Changes in plans Praise or correction External communication


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The Georgia Smoke Diver Mission

To prevent death and injury by training firefighters to be

adaptable and to develop critical decision making skills in high

stress environments.

The Georgia Smoke Diver Creed

Nuts and Bolts (Core Values) Competence Honor Integrity Excellence Mental Toughness Passion Commitment


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Commitment to a Stable Infrastructure

Bind the Group with Ritual, Storytelling, Knowledge Sharing, and Collaboration

Honor Individual Creativity


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Use Positive Motivation Techniques

The Mo Squad

Building Cathedrals: Facilitate Team Flow

How this Relates to Leadership in STC

Meeting downstream communication challenges

Meeting challenges from rapidly emerging scenarios

Facilitating proactive approach to changing environment


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MeetingDownstream Communication Challenges

Communicate clear goals

Monitor execution

Expect accountability at all levels

Ensure organizational alignment

Be ready to shift focus and communicate that shift, while remaining true to the plan, as the world changes

Meeting Challenges from Rapid Growth and Emergent Situations

Be aware of the formation of communication silos

Nurture open communication to avoid the evolution of a “political culture”

Allow input from your people to keep your processes efficient

Keep your technology current

BeingProactive Have a strategic plan in

place (for yourself and your organization)

Plan for unexpected technology malfunctions and resource issues

Make sure your people have the training they need to be effective

Document and communicate your processes and procedures

Cultivate self-awareness and the ability to remain calm in rapidly emerging situations

Grow the next generation of leaders, while honoring the knowledge and wisdom of those who came before


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Csikszentmihalyi’s Transformation into Flow Unselfconscious self-

assurance

Focusing attention on the world

The discovery of new solutions while focusing attention on obstacles to reaching goals

Strategies for Maximizing Flow States To minimize anxiety and

resulting stress, employ ARSENAL™

ARSENAL strategies enable the ability to concentrate on the task at hand

Feeling good and rested enhance the feeling of confidence

The right training and experience enable decisions to come easily.

Awareness is the first strategy

© Thompson, H.L. (2010). Used by permission.

Choose to be Happy


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Work Hard /Have Fun

Be Prepared / PracticeYour Craft

Hang on to Your “Swim Buddy”


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Rest When You Get Tired

Take Time to Meditate

Teach and Mentor Others


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Foster Community

Celebrate Success!

Georgia Smoke Divers Anticipation and

containment principles Conscious FLOW-based

leadership Consistent communication:

The key to awareness and mindfulness

Using history and ritual to bind the group

Facilitating individual and team success


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References

Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York, NY: HarperCollins.

Csikszentmihalyi, M. (2003). Good business: Leadership, flow, and the making of meaning.New York, NY: Penguin Group.

Georgia Smoke Diver Association. (2013, Jan 01). Georgia Smoke Diver. Forsyth, GA, USA. Retrieved March 19, 2015, from http://www.georgiasmokediver.com

Glick-Smith, J. L. (2016). Flow-based leadership: What the best firefighters can teach you about leadership and making hard decisions. Basking Ridge, NJ: Technics Publishing.

References

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power & greatness. Mahwah, NJ: Paulist Press.

Kahneman, D. (2011). Thinking, fast and slow. New York, NY: Farrar, Straus and Giroux.

Klein, G. (1999). Sources of power: How people make decisions. Cambridge, MA: MIT Press.

Peat, F. D. (2008). Gentle action: Bringing creative change to a turbulent world. Pari, Grosseto, Italy: Pari Publishing.

Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.

References

Seligman, M. E. (2002). Authentic happiness: Using the new positive psychology to realize your potential for lasting fulfilment. New York, NY: Free Press.

Taylor, V. H., & Wolin, S. (2002). The new normal: How FDNY firefighters are rising to the challenge of life after September 11. New York, NY: Counselling Service Unit of the FDNY.

Thompson, H. L. (2010). The stress effect: Why smart leaders make dumb decisions--and what to do about it. San Francisco, CA: Jossey-Bass.

Watts, A. (2003). Become what you are. Boston, MA: Shambhala.

Weick, K. E. & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. San Francisco, CA: Jossey-Bass.


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Conclusion

Judith L. Glick-Smith, Ph.D.President/CEO

MentorFactor, Inc.770-633-5582

[email protected]

Preparing Leadership for the Unexpected Challenges in Today’s

Volatile Business Environment

Flow‐based Leadership 5/7/2017 STC Leadership Conference...Flow‐based Leadership STC Leadership...

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