HOME CARE ASSOCIATION OF ARKANSAS SERVANT LEADERSHIP VICKI

HOME CARE ASSOCIATION OF ARKANSAS SERVANT LEADERSHIP VICKI CLARK BUILDING THE CAPACITY OF ORGANIZATIONS MEMPHIS, TN FALL CONFERENCE AND TRADE SHOW NOVEMBER, 2018

LET’S BE CLEAR

“Leaders must create an environment that embraces change not as a threat but as an opportunity. ” -- Warren Bennis

SUIT UP TEAM MEMBERS GET IN THE GAME

WHAT’S CHANGED? EVERYTHING 1. HEALTH CARE 2. COMMUNITY ISSUES 3. TECHNOLOGY/TELE-MEDICINE 4. FAMILIES/CAREGIVERS 5. PARTNERS IN CARE 6. TREATMENT PROTOCOLS 7. EMPLOYEE RELATIONS 8. GOVERNMENT REGULATIONS 9. CREDENTIALING 10. PATIENTS

IT’S ALL ABOUT PEOPLE

Peter Drucker’s “ 5” for Leaders in Organizations 1. 2. 3. 4. 5. What is the mission? Who is the customer? What does the customer value? What are our results/outcomes? What is the plan?

GREAT LEADERS ARE SERVANT LEADERS

“It begins with the natural feeling that one wants to serve first. This conscious choice brings one to aspire to lead. ” — Robert K. Greenleaf

CREATE A JUST & CARING WORLD Servant Leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world.

SERVANT LEADERSHIP TRANSFORMS PEOPLE IN ALL 3 SECTORS

SERVANT LEADERS BUILD RELATIONSHIPS ACROSS GENERATIONS BIRTH YEAR 1922 -1945 Traditionalists, Veterans, Silent Generation 1946 -1964 Baby Boomers, The Sandwich Generation 1965 -1980 Gen Xers, Generation Xers, 1981 -2000 Millennial’s, Gen Y, Nexters 1996 - Gen Z 12

The Participative Leader Dr. Suzanne Willis Zoglio “As leaders shift their focus to customers and quality, they realize that the old authoritarian leadership style does not work anymore. To achieve quality, service, and rapid response, leaders must engage all available talent. ”

SERVANT LEADERS HAVE A DIFFERENT POINT OF VIEW

“TRUE” Leadership 2013 AJLI Winter Conference – Las Vegas, NV

SERVANT LEADERS “FLIP” THE SWITCH

Servant-Leaders LIFT Others UP The servant-leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve.

Servant First vs. Leader First “The leader-first and the servant-first are two extreme types. ” “The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? ” — Robert K. Greenleaf

Servant Leaders vs Autocratic Self-Serving Leaders ü Different motives ü Different preferences ü Different outcomes ü Different orientation ü Different levels of skills ü Different attitudes toward vulnerability ü Different attitudes toward humility

No Bosses: Only Leaders !

12 Principles of Servant-Leadership Servant-leaders commit to continual development by following 12 characteristics of servant-leadership 1. 2. 3. 4. 5. 6. Listening Empathy Healing Awareness Persuasion Conceptualization 7. Foresight 8. Stewardship 9. Growth 10. Building Community 11. Calling 12. Nurturing the Spirit-JOY!

IN HEALTHY ORGANIZATIONS NO OTHERS NEED APPLY

Dispel the Myths 1. Servant-leadership is a weak form of leadership. 2. Only “powerful” people can be servantleaders. 3. Servant-leadership is not the same as service leadership which is based in service rather than serving. 4. Servant-leadership sounds good in theory, but it’s not practical.

SERVANT LEADERS & SOCIAL POWER 1. REWARD POWER 2. COERCIVE POWER 3. LEGITIMATE POWER 4. EXPERT POWER 5. INFORMATION POWER 6. REFERENT POWER 7. CONNECTION POWER 8. POLITICAL POWER 9. INSPIRATIONAL POWER 10. TRANSFORMATIONAL POWER

BUILD RELATIONSHIPS…

Different Levels of Skill Servant-Leaders Autocratic Leaders Servant-leadership requires a higher level of leadership skills and abilities because it takes a lot of (a) interpersonal skills, and (b) positive inner qualities to inspire and influence others. Autocratic self-seeking leaders only need two sets of primitive skills to succeed: (a) demonstrate unquestionable loyalty and obedience to their friends/personal cadre of supporters, and (2) use coercive power to enforce obedience and conformity from others.

SERVANT LEADERSHIP IN HEALTHY ORGANIZATIONS

Display Authenticity Healthy organizations have a different view of the leader. Leaders are to be open, real, approachable and accountable to others. They are not higher than others due to their position. In fact, position speaks to responsibility not value. As leaders work with people within organizations they will serve them by displaying the qualities of Authenticity.

DISPLAY AUTHENTICITY ØOPEN & ACCOUNTABLE ØWILLING TO LEARN ØHONESTY & INTEGRITY

VALUES PEOPLE Healthy organizations have a different view of the potential of people. Leaders see it as their responsibility to help others grow towards their full potential as servants and leaders. Therefore, they seek to create a dynamic learning environment that encourages growth and development. The mistakes of others are seen as opportunities to learn. Leaders believe that people have both present value and future potential. Healthy leaders accept the responsibility of helping people realize that potential. As leaders work with people within organizations they will serve them if they display the qualities of Developing People.

VALUE PEOPLE ØSERVE OTHERS FIRST ØBELIEVE & TRUST IN PEOPLE ØLISTEN RECEPTIVELY

DEVELOP PEOPLE Healthy organizations have a different view of the potential of people. Leaders see it as their responsibility to help others grow towards their full potential as servants and leaders. Therefore, they seek to create a dynamic learning environment that encourages growth and development. The mistakes of others are seen as opportunities to learn. Leaders believe that people have both present value and future potential. Healthy leaders accept the responsibility of helping people realize that potential. As leaders work with people within organizations they will serve them if they display the qualities of Developing People.

DEVELOP PEOPLE ØPROVIDE FOR LEARNING ØMODEL APPROPRIATE BEHAVIOR ØBUILD UP THROUGH AFFIRMATION

BUILD COMMUNITY Healthy organizations have a different way of looking at how people work together. They desire to build community; a sense that all are part of a loving, caring team with a compelling shared vision to accomplish. They resist the tendency to just get the job done and are just as concerned with the relationships of the people doing the job. Leaders know that people will be more impacted by the quality of relationships than they will be by the accomplishment of tasks. Therefore they intentionally work to build a community that works together and learns to serve one other in the process. As leaders work with people within organizations they will serve them by displaying the qualities of Building Community

BUILD COMMUNITY ØBUILD RELATIONSHIPS ØWORK COLLABORATIVELY ØVALUE DIFFERENCES

PROVIDE LEADERSHIP Healthy organizations provide leadership for the good of those being led. Leadership is described as Initiative, Influence and Impact. Leaders do not neglect to take appropriate action, in fact, they have a bias for action. This initiative-taking comes not from being driven to personal ambition but by being called to serve the highest needs of others.

PROVIDE LEADERSHIP ØENVISION THE FUTURE ØTAKE INITIATIVE ØCLARIFY GOALS

SHARE LEADERSHIP Healthy organizations recognize that every leader has power and must continually make choices as to how that power will be used. In these organizations the leader shares the power they have with others so that others can lead, thus increasing the potential influence and impact of the total organization.

SHARE LEADERSHIP ØSHARE THE VISION ØSHARE THE POWER ØSHARE THE STATUS

Logic Model

SAME THING FOR HOME CARE ORGANIZATIONS

SERVANT LEADERS

If serving is below you, leadership is beyond you.

STAY IN TOUCH Vicki 3525 @vickiclarkconsulting Vicki Clark @_Vicki. EClark