THE HUMAN DIMENSION OF LEADERSHIP Building Teamwork and Collaboration.

THE HUMAN DIMENSION OF LEADERSHIP

Building Teamwork and Collaboration

Why a Corporate Relationship Expert?

Leadership is Learned (not natural for most)

Leadership is About People (human dimension of leadership)

Collaborative Leadership

Key words in definition mutually beneficial relationship common goals sharing achieved results

Mutually Beneficial Relationship OPO functions as a provider of

organs and tissues necessary for surgical procedures.

Hospital (as entity performing the surgical procedures) functions as a consumer of the of the organs

Both Entities Benefit

Common Goals

To save or enhance the lives of patients.

Common Goals

Barriers: Emotional barriers Perceived conflicting interests

Common Goals

All decisions must be based on the common goals and not on “traditions” and “superstitions”.

Sharing

The ability to share responsibility, authority, and accountability, all rest on one quality

TRUST

Building Collaboration

Every interaction with your staff, vendor, partner, client, or patient is an emotional transaction.

The cumulative effect of those transactions will determine their trust, commitment and loyalty towards you.

Deposits

Positive Interactions

Deposits

Examples: Be Fair and Consistent Treat employees with dignity and respect Involve team members in decisions Have a positive attitude Give employees recognition for a job well

done Accept responsibility for mistakes

Withdrawals

Negative Interactions

Withdrawals

Examples: Not listening Failing to give recognition Stealing credit Giving responsibility without authority Playing favorites Constant criticism and destructive

comments Fits of rage

All Deposits And Withdrawals Aren’t The Same.

Magnitude of the offense. Number of prior violations. Specific dimension of trust that

was violated.

Achieved Results

This is not just Kumbaya

We collaborate to bring results.

Discretionary Effort

Defined: Employee willingness to go “above

and beyond” the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively.

Discretionary Effort

Work is contractual, effort is personal.

Rational Commitment

The extent to which employees believe that managers, teams, or organizations have their self-interest in mind (financial, developmental, or professional).

Emotional Commitment

The extent to which employees value, enjoy, and believe in their jobs, managers, teams, or organizations.

Discretionary Effort

Executives number one motivator is based on rational commitment.

Non-executives top four motivators are based on emotional commitment.

Executives and non-executives are motivated by completely different factors.

Group with Greatest Impact on Performance

Front Line Managers

Conclusion

Base All Important Decisions on Common Goals

Build Collaboration by Building Trust

Train Managers in the Human Dimension of Leadership

All Deposits And Withdrawals Aren’t The Same. Magnitude of the offense. The magnitude of the offense is an

indication of the seriousness of consequences incurred by the victim. To illustrate, when a dry cleaner loses an old shirt you were planning to replace soon anyway, this may be viewed as a trivial violation of your trust in the dry cleaner. However, it will be much more than a mere nuisance if that dry cleaner damaged a brand new, expensive suit!

Number of prior violations. When there is a clear pattern of prior trust violations, even if they are each relatively minor when viewed in isolation, the overall pattern may be deemed a serious breach. As the proverbial "straw that broke the camel's back," it is the pattern of trust violations that provides evidence that the offender is not worthy of future trust. However, when there are few past violations, any given trust violation may be viewed as the exception rather than the rule.

Specific dimension of trust that was violated. Violations of integrity and benevolence are likely to be experienced as more severe and damaging than violations that implicate one's ability. Examples may include intentional deception, purposefully reneging on a promise or obligation, and rude, disrespectful treatment.

6 Things Not to Say: “Calm Down”

Insinuates that the person has no real legitimate reason to be upset or emotional

Instead try phrases like “I see you’re upset, is there anything I can do to help”.

6 Things Not to Say: “What do you want me to do about it?”

Communicates “It’s not my problem” and worse, “I don’t care”.

“ How can I help?” or “Is there anything I can do to help?” Help them solve the problem and if you are in any way to blame for what happened, apologize.

6 Things Not to Say:

“Be Rational/Grow up?”

Like saying: “Stop acting more childish”, or “You’re an idiot,” his is like an invitation for more conflict.

Instead, try saying (in a concerned voice) Let me see if I understand your position” or “Are you OK, is there anything I can do to help?”

6 Things Not to Say:

“What’s Your Problem?”

Immediately sets up a “me vs. you”

Instead try using “What’s wrong” or “What’s the matter?”

6 Things Not to Say:

That’s the Law/Rule!

Relying on “Those are the rules.” makes you look weak as well as one who doesn’t understand the purpose of the rules yourself.

Explaining the rules will often bring voluntary compliance.

6 Things Not to Say:

“But”

Completely negates whatever is said before and sets the listener to expect something negative.

Try using “And” instead