Welcome We are glad you are here Before

Welcome! We are glad you are here! Before we begin, please take a few moments to familiarize yourself with the annotation tools shown below. We’ll use them to engage with the content throughout the session! Text Tool Pencil/ Highlighter Tool Shape Tool We’ll be using the chat pod quite a bit as well! Just for fun (and to practice), use the chat function to let us all know your response to the question below. What do you find to be the greatest network LEADERSHIP challenge? 1

Building Your Adaptive Leadership Skills Prepared for FORHP Rural Health Network Planning Grantees November 20, 2019 Eric Baumgartner, Technical Assistance Coach etbaumgartner@bellsouth. net CRL Consulting is the Technical Assistance partner for the Network Planning Grantees.

Goals 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 3

How to use informatio n 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 4

What’s our Network’s ADAPTIVE Potential? Scanning Leveraging Culture of Innovation Adding Value Sensemaking 5

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 6

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” 7

The Four Leadership Styles Supportive Behavior from Collaborative Leadership, A Product of Turning Point Supporting High supportive & Low directive Coaching High supportive & High directive Delegating Low supportive & Low directive Directing Low supportive & High directive Directive Behavior 8

Facilitative Leadership Jeffrey Cufaude • Working effectively across people, teams, organizations, sectors – as a leader • Facilitative Leadership Essential Themes 1. 2. 3. 4. Make connections and help others make meaning Provide direction without taking over Balance managing content and process 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/File. Downloads/Hand. Outs/Small. Programs/Pre-Reading%20 December%20 Facilitation. pdf 9

Having Difficult Conversations Adaptive Leadership – adapted from Heifetz, Grashow and Linsky and from Judy Oakden • Turn judgment into curiosity – Want to understand the influences on others’ feeling and thinking – Bring genuine curiosity, emergent learning and self-awareness • Turn disagreement into shared exploration – Go upstream to establish common ground – Unleash aspirational energy • Turn defensiveness into self-reflection – Check self-baggage • Turn assumptions into questions – Surface what is unacknowledged • Don’t place self in undue peril

The Speed of Trust Stephen 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 11

Success and Failure = The What and the How PARTNER EXPERIENCE Objectives Achieved 12

Context #2: Leadership for Adaptive Challenges 13

Technical vs. Adaptive Challenges Adapted 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 14

Technical vs. Adaptive Challenges Adapted from The Practice of Adaptive Leadership, Heifetz, R et al Technical Adaptive 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 • Led by collaborative influence • It’s about scanning and sensemaking 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 proaction and strategic value • Example: health equity • • • 15

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 16

Leadership As Fit Adaptive Leaders understand the importance of: • discerning technical from adaptive challenges, and • “fitting” their leadership approach to best support the stakeholders 17

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 18

Leadership Perspectives From “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 • • • 19

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 20

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 21

Traditional Leadership Capabilities Authoritarian/Technical Orientation 1 I can effectively assign responsibilities to others for accomplishing key tasks in a timely manner. 2 I can manage the processes necessary to produce high -quality deliverables required by the Network Planning Grant. 3 I can ensure adherence to prescribed protocols when implementing evidence-based strategies. Choose One - 0 + 22

Adaptive Leadership Capabilities 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 + 23

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. 24

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. 25

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. 26

Assessing “Fit” What’s your Natural leadership style? TRADITIONAL ADAPTIVE What type of leadership do you need to address the Network’s most pressing challenges? TRADITIONAL ADAPTIVE 27

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 28

What’s our Network’s ADAPTIVE Potential? Scanning Leveraging Culture of Innovation Adding Value Sensemaking 29

Resources for Further Exploration and Practice • Human Systems Dynamics Institute Resources – Adaptive Action: What is Leadership? http: //www. hsdinstitute. org/resources/adaptive-action-what-isleadership-blog. html – Setting Conditions for Success http: //www. hsdinstitute. org/resources/setting-conditions-forsuccess-blog. html – Agile: What? Why? How? http: //www. hsdinstitute. org/resources/agile-what-why-howblog. html – A resource for Dealing with Difficult Conversations https: //www. hsdinstitute. org/resources/Standing_in_inquiry. html • The Speed of Trust, by Stephen Covey • Heifetz, Grashow and Linsky: Adaptive Leadership series 30

Adaptive Leadership Office Hours with Eric Baumgartner December 5 th at 3: 00 ET (800) 719 -7514 code 775408 • Further explore Adaptive Leadership • Practice the Adaptive Leadership Self-Assessment • Explore dealing with difficult conversations You are encouraged to call in and explore Adaptive Leadership further with other grantees and Eric 31