Leadership - Tzu Chidlweb01.tzuchi.com.tw/DL/edu/cfd/doc/100slide/1000312slide2.pdf · What is leadership? Leading people Influencing people Commanding people Guiding people. Leadership

(TRM)

Leadership

2011.03.12

What is leadership?Leading people

Influencing people

Commanding people

Guiding people

Leadership

•

Luis Urzua

Leadership

• Management is doing things right; leadership is doing the right things.

• Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

;

Peter F. Drucker (1909~2005)

What Is Leadership?

Leadership can be defined as the will to control events, the understanding to chart a course, and the power to get a job done, cooperatively using the skills and abilities of other people.

LEADERSHIP VS. AUTHORITY

THERE MUST BE A LEADER IN EACH TEAM…

Officially, or practically …

Team Leader

Two types of leaders:• Designated

The person assigned to lead and organize a designated core team, establish clear goals, and facilitate open communication and teamwork among team members.

• SituationalAny team member who has the skills to manage the situation-at-hand. e.g. CPR team leader

Role of the Team Leader

1. Organizes the group2. Monitors individual performance of team members3. Backs up team members4. Models excellent team behavior5. Trains and coaches6. Facilitates understanding7. Focuses on comprehensive patient care

Role of the Team Member1. Clear about role assignments2. Prepared to fulfill role responsibilities3. Well practices in practice skills4. Knowledgeable about the algorithms5. Committed to success

Effective Team Leaders

• Organize the team• Articulate clear goals• Make decisions through collective input of

members• Empower members to speak up and challenge,

when appropriate• Actively promote and facilitate good teamwork• Skillful at conflict resolution

Matching leadership styles to followerMatching leadership styles to follower’’s s readinessreadiness

R4CompetentConfident

R1Incompetent

Unwilling

R2Incompetent

Willing

R3CompetentUnconfident

SELLING S2

FACILITATING S3

DELEGATING S4

Leader

TELLING S1)

What if your leadership style does not match your follower’s readiness?

���� (Telling) ���� (R1)

���� (Selling) ����

(R2)

���� / (Facilitating)

����

(R3)

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(Delegating)���� (R4)

LeadershipBARRIERS

• HierarchicalCulture

• Lack of Resources or Information

• Ineffective Communication

• Conflict

OUTCOMES

• Shared Mental Model

• Adaptability

• Team Orientation

• Mutual Trust

TOOLS and STRATEGIES

Brief

Huddle

Debrief

Team Events

• Briefs – planning• Huddles – problem solving• Debriefs –process improvement

Leaders are responsible to assemble the team and facilitate team events

But remember…

Anyone can request a brief, huddle, or debrief

Briefing• Duty assignment• Share the mental

model• Time to clarify any

confusion

Briefing (OR)

Briefing (OR)

No time out, No operation!

BriefTOPIC

Who is on core team?

All members understandand agree upon goals?

Roles and responsibilitiesunderstood?

Plan of care?

Staff availability?

Workload?

Available resources?

Bri

ef, H

uddl

e,

Deb

rief

“key elements checklist,” for briefing

• Get the person’s or group’s attention; • Make eye contact; • Introduce yourself; • Use people’s first names; • Ask knowable information; • Provide information; • Explicitly ask for input from all team members; • Talk about next steps; • Encourage ongoing monitoring and cross-checking.

Huddles

Problem solving

• Discuss critical issues and emerging events. • Anticipate outcomes and likely contingencies. • Assign resources.

• Express concerns.

Debrief

Process Improvement• Brief, informal information exchange and feedback sessions. • Occur after an event or shift. • Designed to improve teamwork skills.

• Designed to improve outcomes.

Debriefing Model

Three questions model:

• What went well? • What did not go well and why? • How can we improve for next time?

Debrief

DEBRIEF CHECKLISTCommunication clear?

Roles and responsibilities understood?

Situation awarenessmaintained?

Workload distribution?

Did we ask for or offerassistance?

Were errors made or avoided?

What went well, what should change, what can improve?

Bri

ef, H

uddl

e,

Deb

rief

Debrief

• Make debriefs a routine part of the job. • They are critical to continuous improvement and doing “the

right thing right.”

Make time for the debriefing process!

Facilitating Conflict Resolution

• Effective leaders facilitate conflict resolution techniques through:– Two-Challenge rule. – DESC script.

• Effective leaders also assist by: – Helping team members master conflict resolution

techniques. – Serving as a mediator.

Two - Challenge Rule

1 2

Two-Challenge Rule

Invoked when an initial assertion is ignored…

• It is your responsibility to assertively voice your concern at least two times to ensure that it has been heard

• The member being challenged must acknowledge• If the outcome is still not acceptable

– Take a stronger course of action– Use supervisor or chain of command

Conflict ResolutionDESC Script

A constructive approach for managing and resolving conflictD—Describe the specific situation E—Express your concerns about the actionS—Suggest other alternativesC—Consequences should be stated

Ultimately, consensus shall be reached.

DESC - It

• Have timely discussion• Frame problem in terms of your own

experience• Use “We” statements to minimize

defensiveness• Avoid blaming statements• Critique is not criticism• Focus on what is right, not who is

right

Let’s “ DESC - It ! ”

Conflict Resolution Options

Information Conflict( We have different info. ! )

Two - Challenge rule

Personal Conflict( Hostile and harassing behavior )

DESC script