Principles of Leading an Empowered Organization · 2019-10-23 · and interpersonal conflict and...

10/22/2019

Copyright 2019 Creative Health Care Management 1

Principles of Leading an Empowered OrganizationMarky Medeiros MSN RN

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Objectives

At the end of the presentation, participants will be able to:

• Describe the conceptual framework of Leading an Empowered Organization (LEO)

• Discuss the need for leaders to build relationships, build capacity, and lead change in an empowered organization

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History of Leading an Empowered Organization (LEO)

• 1982, Marie Manthey as “Leading an Empowered Staff”

• Dynamic leadership development program for leaders at any level

• Fosters creation of environments for high performing individuals and teams

• Adopted in the United Kingdom in the late 1990’s to support modernization of the National Health Service

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Inside = key competencies

Middle = vulnerabilities or challenges

Outside = empowerment

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Articulated Expectations

• Effective leaders create an environment for success by stating expectations that inspire, guide and direct.

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Articulated Expectations

• A leader must be clear with expectations in three directions:

• Immediate Supervisor

• Peers

• Staff members

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Guidelines for Articulated Outcomes

• Connect to M/V/V

• Focus on behaviors (short list)

• Use SMART format

• Assertive language and positive tone

• Negotiate expectations

• Affirm success and OFIs

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Language for Articulated Expectations

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Responsibility Authority Accountability

• Common understanding is the essential foundation for empowerment.

• Necessary for role clarity and organizational effectiveness

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Responsibility • Duties and obligations

• Found in

• job descriptions

• standards of performance

• state practice acts for clinical professions

• Two-way process

• must be both allocated and accepted

• Should be negotiated before finalized

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Potential Barriers

Limited Resources

• time

• money

• people

Lack of:

• support

• trust

• competence

• confidence

• “Just culture”

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Responsibility Just because you have given responsibility do not assume it has been accepted

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Authority

• Right to act

• Right to make decisions

• Given

• Responsibility has been accepted

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Levels of Authority

• Level 1:

• Data/Information/Idea Gathering

• Level 2:

• Data/Information/Idea Gathering + Recommendations

• Level 3:

• Data/Information/Idea Gathering + Recommendations [Pause to communicate, clarify or negotiate] + Act

• Level 4:

• Act and inform others after taking action – ‘Do as I would do’ or ‘Act in my absence’

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Accountability

• Reviewing decisions

• Evaluating effectiveness

• Directing future efforts

• Feeling a sense of ownership

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Building Relationships

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Building Relationships

• Relationship with self

• Relationship with colleagues

• Relationship with patients and families

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Building Relationships –

Four elements of healthy

interpersonal relationships

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Two Potential Ways of Being

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Unhealthy Behaviors

• “Learned behaviors that contribute to self-neglect, intrapersonal distress and interpersonal conflict and disharmony.” (Beattie, 1987)

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We are all Susceptible to Unhealthy Behaviors

• Healthcare employees are especially vulnerable to unhealthy behaviors

• Types of unhealthy behaviors explored:

• Caretaking

• Control issues

• External referencing

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Replacements for Unhealthy Behaviors

• Let go of past and focus on what you can influence in the present

• Practice healthy sense of detachment

• Listen with respect to others/seek to understand

• Take responsibility for actions

• Respect and honor yourself

• Care for mind, body, spirit

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Replacements for Unhealthy Behaviors

Meditation

Exercise

Spiritual exercise

Eating right

Reading

Spending time with family & friends

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Ultimately Getting to Interdependence

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Working interdependently, in the true spirit of collaboration,

represents the highest level of maturity as individuals and groups.

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Developing Capacity

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Developing Capacity

• Creating an environment of safety

• Developing competent people who are committed to the vision

• All staff members must feel safe I trying new things and making decisions independently

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Developing Capacity

• Enhancing competence and confidence of followers so they realize potential beyond their expectations• Leaders

• Learn their needs

• Provide necessary resources and encouragement

• Stand by them when things don’t go well

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Mistakes

Human Error

Behavior/AttitudeSkill/Knowledge Deficit

System Issues

• Acknowledge no deficiency• Forgive

• Create needed system• Improve system• Reinforce correct use

• Set objectives• Follow up

• Teach• Train

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Determining the Appropriate Response to Mistakes

Punitive Practices & Just Culture

• Creating an open and fair culture

• Creating a proactive learning culture

• Designing safe systems

• Managing behavioral choices (management and staff)

• Seeing events as OFIs to improve the understanding of risk

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Cultures of Learning

• Willing to risk:

• Being vulnerable

• Make mistakes

• Try something new

• Inquire (ask the question)

• Express opinions

• Disagree

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Leading Change

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Leading Change

Leaders must be skilled in leading change,

solving problems by engaging others,

and inspiring ownership and commitment.

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Clarity of Vision and Purpose

Leaders create a

shared vision and

engage others at every

step of the way.

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I2E2 Formula for Leading Change

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Problem Processing

• Processing the same problems over and over

• Take inordinate amounts of time to make changes

• This can slow down improvements –get in the way of efficiency

• Affect staff satisfaction and customer satisfaction

• Leads to gaps in quality

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Problem Solving/Process Improvement

• Step 1: Defining the problem

• Step 2: Analysis

• Step 3: Options

• Step 4: Action Plan

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Commitment

• Individual ownership and commitment emerges as leaders develop a culture of empowerment.

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Ownership and Commitment

• Leaders creating the vision

• Articulating expectations

• Competencies: skills, knowledge, attitude

• Individuals confidence/awareness

• Collaboration

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Ownership

• Sustainable outcomes depend on the ownership of the work designed to produce them. the higher the level of ownership of the work, the more sustainable the outcomes. Although this is a simple truth, it is counter to the design of most organizations.

Tim Porter-O’Grady, 2009

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www.chcm.com©2019 Creative Health Care Management

References

• Arbinger Institute. (2006). The anatomy of peace: resolving the heart of conflict. San Francisco, CA: Berret-Koehler Publishers, Inc.

• Creative Health Care Management (2015).Leading an Empowered Organization Facilitator Guide. Minneapolis, MN: CHCM

• Hancock, H. & Campbell, S. (2006) Impact of the Leading an Empowered Organisation programme. Nursing Standard. 20, 19, 41-48.

• Porter-O’Grady, T. (2009). Interdisciplinary Shared Governance (2nd Ed). Sudbury, MA: Jones & Bartlett

• Woolnough, H. & Faugier, J. (2002). An evaluative study assessing the impact of the Leading an Empowered Organisation programme. N T Research, 7(6), 412-427.

• Wright, D. (2007). Establishing a System of Accountability, In Koloroutis, M, Felgen, J., Person, C. and Wessel, S. (Eds.) Relationship-based care field guide. Minneapolis, MN: Creative Health Care Management.

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Principles of Leading an Empowered Organization · 2019-10-23 · and interpersonal conflict and...

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