Building Your Adaptive Leadership Skills

Prepared for FORHP Rural Health Network Planning Grantees

November 28, 2018

Eric Baumgartner, Technical Assistance Coach

etbaumgartner@bellsouth.net

CRL Consulting is the Technical Assistance partner for the Network Planning Grantees.

Explore the Adaptive Leadership

aspect of

the Sustainable Network Model– Core aspects of collaborative leadership

– Technical versus adaptive network leadership challenges

– The importance of leadership “fit” for various situations

Engage participants in a rapid

Leadership Self Assessment

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Goals

Network Leadership Team:Continuously refresh on Adaptive Leadership skills and apply to your Network Leader role to help you more effectively advance your sustainable network development

Network Partner Organizations: Intentionally reinforce Adaptive Leaders within partner organizations and grow the distribution of such leadership throughout the network

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How to use

information

Sustainable Network Model

Scanning

SensemakingAdding Value

Leveraging

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Vision and Charter• Agreement and

Alignment• One voice• Not project-focused

Partners and Participants• Authority• Front-line perspective• Perspectives• Resources• Knowledge• Styles

Leadership Structure• Distributed• Shared• “Deep and wide”

involvement and accountability

Relationships• Mutual Trust• Able to have difficult

conversations• Have each others’

back• Safe environment for

risk taking• Transparency • Confidentiality

Culture of Innovation• Assumes change is

inevitable• Part of the

organizational DNA• Value learning

together• Willingness to try new

things

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SustainableNetwork Core

Adaptive Leadership• Leadership in the context of:

– Collaboration not authority = Adaptive Leadership advances Network cohesion and capacity to do leveraged work

– Complex and actively changing health environment = Adaptive Leadership for solutions for wickedly complex “Adaptive” Challenges

• Let’s consider some leadership aspects for each context

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Context #1:Leadership in Context of Collaboration

• Management (Authority) vs/and Leadership (Influence)

• Not just what you control or impose, but what you influence

• Self-awareness

• Open to new ideas – give it away to get it back enhanced– Truly believe no one of us is as smart as all of us

• Being right or smart about something isn’t the final arbiter – it’s the shared will of people around the issue

• In the end, its all people business - not just achieving programmatic objectives, its very much about trust and the experience of the participants in the “success” or “failure”

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Expectancy Theory of Behavior ModificationVictor H. Vroom

Valence x Expectancy x Instrumentality

• Valence = how much a person values the potential outcome

• Expectancy = belief that effort will produce increased performance

• Instrumentality = belief that increased performance will lead to intended outcome

All elements must be present to best motivate behavior

Effective Leaders work opportunities in all three Valence, Expectancy and Instrumentality domains

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The Four Leadership Styles from Collaborative Leadership, A Product of Turning Point

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Supporting

High supportive

&

Low directive

Coaching

High supportive

&

High directive

Delegating

Low supportive

&

Low directive

Directing

Low supportive

&

High directive

Sup

po

rtiv

e B

ehav

ior

Directive Behavior

Facilitative Leadership Jeffrey Cufaude

• Working effectively across people, teams, organizations, sectors – as a leader

• Facilitative Leadership Essential Themes1. Make connections and help others make meaning

2. Provide direction without taking over

3. Balance managing content and process

4. Help surface otherwise unacknowledged beliefs, thoughts or patterns

5. Focus on building capacity among people and groups to accomplish more now and in the future

http://asae.cms-plus.com/files/FileDownloads/HandOuts/SmallPrograms/Pre-Reading%20December%20Facilitation.pdf

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The Speed of TrustStephen M R Covey and Stephen R Covey

• The work of a health network is all people business

• Trustworthiness is critical

• Covey: Trust = Character x Competency

• Not enough to have just one quality, as perceived by others

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Success and Failure = The What and the How

Objectives Achieved

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PAR

TNER

EX

PER

IEN

CE

Context #2:Leadership for Adaptive Challenges

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Technical vs. Adaptive ChallengesAdapted from The Practice of Adaptive Leadership, Heifetz, R et al

Technical

• May be complex and critically important but problem is clear

• Have known solutions

• Can be resolved by applying current structures and procedures

Adaptive

• Problem definition not clear

• No set of known solutions, requires learning

• Requires shared solutions among stakeholders = collaboration

• Requires changes in peoples’/partners’ beliefs, habits and loyalties

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Technical

• Led by authority

• It’s about following protocol

• Compliance

• Quality control

• Linear approach – manufacturing model

• LEAN, Six Sigma

• Often short-term benefit or mitigation

• Example: disaster preparedness and response

Adaptive

• Led by collaborative influence• It’s about scanning and sense-

making to co-create shared deeper understanding of the issue, past and future

• Co-creation among stakeholders of new solutions

• Unpredictable course• PDSA• More inclined towards pro-

action and strategic value• Example: health equity

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Technical vs. Adaptive ChallengesAdapted from The Practice of Adaptive Leadership, Heifetz, R et al

Adaptive Leadership Qualities

• Comfortable working with ambiguity

• Connected to purpose - applies both “head” and “heart”

• Constantly scanning and sense-making as first nature

• Understands role and limitations of authoritative approaches vs collaborative

• Experiments with smart risk-taking

• Learns and adapts

Adapted from: Heifetz, Grashow and Linsky, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World, 2009

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Leadership As Fit

Adaptive Leaders understand the importance of:

• discerning technical from adaptive challenges, and

• “fitting” their leadership approach to best support the stakeholders

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Leadership As “Fit”Adapted from “Leadership as Fit: A Tool to Assess Leadership Capacity”; Eoyang and Olson, 2016,

Human Systems Dynamics Institute

• Why do leaders succeed and fail?

• Not just about leadership skill when dealing with complex human systems

• Spectrum of leadership approaches from more authoritative to more collaborative

• Effective leaders apply the right approach to the context = Fit

– They co-evolve with the environment - structured and demanding when needed or more open to shared exploration when more appropriate

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Leadership PerspectivesFrom “Leadership as Fit”, (2016) Eoyang, G.

Human Systems Dynamics Institute,

“Traditional”

• Control (Authority)

• Predictability

• Accountability

• Reliability

• Stability

• Maintenance

Complex Adaptive

• Emergence

• Surprise

• Innovation

• Creativity

• Patterns (sense-making of the complex systems)

• Creative Destruction

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Leadership Fit Examples adapted in part: Human Systems Dynamics Institute

• Would you want a wild, crazy friend running a nuclear power plant?

• Do you want a tight-laced colleague to lead new market opportunities?

• Disaster response vs. building resilient communities

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Rapid Leadership Self Assessment

• Traditional and Adaptive Capabilities

– + = a natural strength

– 0 = a learned skill

– - = an area for development

• No right or wrong, no good or bad

• Consider fit with “real world” Network leadership challenges

• Don’t overthink it – top of mind, we’re moving fast

• You will be provided with a more in-depth tool to use with partners after the webinar

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Traditional Leadership Capabilities

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Authoritarian/Technical Orientation Choose One

1 I can effectively assign responsibilities to others for accomplishing key tasks in a timely manner.

- 0 +

2 I can manage the processes necessary to produce high-quality deliverables required by the Network Planning Grant.

- 0 +

3 I can ensure adherence to prescribed protocols when implementing evidence-based strategies.

- 0 +

Adaptive Leadership Capabilities

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Complex Adaptive Orientation Choose One

1 I can help groups share their insights and have robust, productive conversations about complex challenges for which there is no obvious solution.

- 0 +

2 I can help reduce Network members’ anxiety about ambiguous and uncertain future scenarios by constantly scanning the environment for relevant trends and anticipating possible implications for the Network.

- 0 +

3 I can use insights and lessons learned from previous actions to confidently adjust Network structure, strategies and work plans.

- 0 +

Example Situational Assessments

• Your Network has identified a promising practice with well-documented evidence to apply in your community. The recommended protocols have been developed based on experience in other sites, none of which are rural. Your work plan must specify how the program will be translated and implemented in your specific community context. Your role is to ensure that the program is as effective and impactful as possible.

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Example Situational Assessments

• Board members have widely varying explanations of the causes and ideas for how to address an issue that is a primary focus of the Network. There are competing preferences for how to invest the grant funds. You are concerned that unspoken disagreements and discomfort will derail your ability to make progress. The Network has not yet developed a clear, agreed upon process for decision making.

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Example Situational Assessments

• Members of your Network Board are not engaged. Interest is waning. Fewer and fewer stakeholders attend the meetings. Only the lead organization is participating in the collection of data to inform strategic planning.

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Assessing “Fit”

TRADITIONAL ADAPTIVE

What’s your Natural leadership style?

What type of leadership do you need to address the Network’s most pressing challenges?

TRADITIONAL ADAPTIVE

Network Leadership:Self and Situational Assessment Tool

• More in-depth assessment tool for assessing self and partners for natural and acquired adaptive leadership strengths and gaps

• Further prompts to assess nature of challenges for network success

• Support for achieving distributive adaptive leadership throughout the network

• To assure leadership aspect of the Sustainable Network Model Core

• Downloadable from this webinar and will be posted on the CRLconsulting.com website

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Vision and Charter• Agreement and

Alignment• One voice• Not project-focused

Partners and Participants• Authority• Front-line perspective• Perspectives• Resources• Knowledge• Styles

Leadership Structure• Distributed• Shared• “Deep and wide”

involvement and accountability

Relationships• Mutual Trust• Able to have difficult

conversations• Have each others’

back• Safe environment for

risk taking• Transparency • Confidentiality

Culture of Innovation• Assumes change is

inevitable• Part of the

organizational DNA• Value learning

together• Willingness to try new

things

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SustainableNetwork Core

Resources for Further Exploration and Practice

• Human Systems Dynamics Institute Resources– Adaptive Action: What is Leadership?

http://www.hsdinstitute.org/resources/adaptive-action-what-is-leadership-blog.html

– Setting Conditions for Success http://www.hsdinstitute.org/resources/setting-conditions-for-success-blog.html

– Agile: What? Why? How? http://www.hsdinstitute.org/resources/agile-what-why-how-blog.html

• The Speed of Trust, by Stephen Covey

• Heifetz, Grashow and Linsky: Adaptive Leadership series

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Adaptive Leadership Office Hourswith Eric Baumgartner

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Wednesday, December 12th

10:00 PST/11:00 MST/12:00 CST/1:00 EST

(800) 719-7514 code 775408

You are encouraged to call in and explore Adaptive Leadership further with other grantees and Eric

January 16, 2019 3:00 – 3:30 ET

Make a Statement

Web Blast

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Pleaseclick the link in your chat box

Questions?