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Developing Effective Leaders for Today and Tomorrow. UW School of Nursing Presenter: Ruth A. Johnston, Ph.D. Associate Vice President Special Assistant to the Provost 206 685 9838 . Topics. Leader’s Role The Extraordinary Leader Developing You, as a Leader

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developing effective leaders for today and tomorrow
Developing Effective Leaders for Today and Tomorrow

UW School of Nursing


Ruth A. Johnston, Ph.D.

Associate Vice President

Special Assistant to the Provost

206 685 9838

  • Leader’s Role
  • The Extraordinary Leader
  • Developing You, as a Leader
  • Developing Your Staff/Faculty
  • Leadership Pipeline
  • Engaging Staff/Faculty
the leader s role to transform
The Leader’s Role – to Transform

“More than resources, more than technology, transformational change requires the following leadership qualities: clarity, courage, and commitment.”

- NaidaGrunden, PRHI Editor

  • Clarity of Purpose: Never lose sight of the essence of UW, SoN – the learning and development of all students and the mission of discovery.
  • Courage: Demonstrating these values everyday in behaviors and decisions in the face of resistance/opposition.
  • Commitment: Sustained and uncompromising focus to initiating and leading change.

Adapted from Pittsburgh Regional Healthcare Initiative Executive Summary, 2003.

leader responsibilities
Leader Responsibilities
  • Create the desire for continuous improvement.
  • Create an environment that nurtures mutual respect among people.
  • Provide encouragement.
  • Promote cooperation.
  • Model what you want from others.

Adapted from The Improvement Guide, Langley et. Al.

authentic leadership
Authentic Leadership

“Over the past five years, people have developed a deep distrust of leaders. It is increasingly evident that we need a new kind of business leader in the twenty-first century.”

George, Sims, McLean and Mayer,

HBR February 2007

authentic leadership1
Authentic Leadership

“Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term meaningful relationships and have the self-discipline to get results. They know who they are.”

George, Sims, McLean and Mayer,

HBR February 2007

becoming an authentic leader
Becoming an Authentic Leader
  • No one definition of what this is
  • Challenge is to understand yourself and discover and use your leadership gifts to serve others
  • Most important leadership effectiveness requires self awareness
  • Simon Sinek on authenticity:

key leadership competencies
Key Leadership Competencies

as defined by the world’s most respected leaders:

  • Humility – Olli-Pekka Kallasvuo, president and CEO, Nokia
  • Energy – Gary Jackson, president, Blackwater USA
  • Intuition – Franz Humer, chairman and CEO, Roche
  • Vision – Arther Gensler, founder, Gensler
  • Perspective – Sergey Petrov, founder, Rolf Group
  • Passion - Alan Klapmeier, co-founder, Cirrus Design
  • Conviction – Alexander Cummings, president and COO, Coca-Cola Africa
  • Learning – Duleep Aluwihare, managing partner, Ernst and Young Poland
leadership in crisis
Leadership in Crisis
  • Two phases of crisis leadership:
    • Emergency phase
    • Adaptive phase
  • Skills needed:
    • Foster adaptation
    • Embrace disequilibrium
    • Generate leadership

Heifetz, Grashow, Linsky, 2009

small group discussion
Small Group Discussion

With those at your table, please discuss:

  • What are your beliefs or values about what it takes to be successful as a leader?
  • What about leadership during these tough economic and leadership transition times? How do you view your role now?
  • How are you demonstrating skills of adaptation, embracing disequilibrium and generating leadership?
the extraordinary leader
The Extraordinary Leader
  • Great leaders make a HUGE difference, compared to good leaders
  • We’ve been aiming too low in developing our leaders, working to improve the average rather than benchmarking with the best
  • Effective leadership is specific to an organization (what works one place may not in another)
  • Fatal flaws must be fixed
  • Leaders are made, not born
  • The organization’s commitment to developing leadership is critical, with the immediate boss most central

Zenger and Folkman

leadership requirements
Leadership Requirements
  • Character – integrity, ethics, authenticity
  • Personal capability – intellectual, emotional, skills – analytical, problem solving, self-confidence, clear vision and purpose, trusting, reliable
  • Results focused – ability to impact the organization, gets things done, sustained productivity
  • Interpersonal skills
  • Ability to initiate, lead and support organizational change

Zenger and Folkman

fatal flaws that must be fixed to succeed
Fatal Flaws that Must Be Fixed to Succeed
  • Inability to learn from mistakes – hearing about what’s wrong and not fixing it
  • Lack of core interpersonal skills and competencies – too nice or too much like a bully
  • Lack of openness to new or different ideas
  • Lack of accountability – with staff, with upper management, with partners or in groups, doing the right thing, getting the right thing done
  • Lack of initiative – not getting things done, following through, helping others get things done, only being responsive and not proactive

Zenger and Folkman

extraordinary leaders
Extraordinary Leaders
  • Are highly productive
  • Have low intended turnover in their organizations
  • Generate high customer and staff satisfaction
  • Are innovative
  • Have positive relationships with process partners and suppliers

Zenger and Folkman

the perfect fit
The Perfect Fit

Need a balance of leadership competency, organizational need, and passion


The perfect fit!

Organizational needs





Zenger and Folkman

small group discussion1
Small Group Discussion

What are individual success factors for Nursing? How do you know? How are the norms changing in SoN?

success factors
Ability to develop or adapt

Established strong collaborative relationships


Consistent exceptional performance

Strong communicator

Strategic and visionary

Ability to build and lead a team

Business and technical experience


Willingness to take risks

Problem-solver and entrepreneurial



Skilled at managing upward

Center for Creative Leadership

Success Factors
developing you as leader
Developing You, as Leader
  • SLP Workshop – required and free. Focus on:
    • Self: Competency assessment, communication styles, emotional intelligence, and more
    • People: Delegation, coaching, motivation, and employee development
    • Teams: Conflict management, group dynamics, decision making, human resources basics, and beyond
    • Organizations: Organizational culture, goal setting, problem solving, planning, and more
  • Training will be delivered over a two week period with classes two consecutive days one week and two the following week.
  • After completing the four-day training you will receive a certificate from Professional & Organizational Development.
developing you as leader1
Developing You, as Leader

Supervisory Certificate:


  • Learning to Lead
  • Supervision Basics
  • Managing Employee Performance
  • Supervising in a Diverse Workplace
  • Leadership Style Makes a Difference
  • Building a Positive Work Culture


  • Take one course from each of the competency areas: Self Development, Creating Exceptional Performance, Planning for Self & Others, Professional Communication
developing you as leader2
Developing You, as Leader

Other POD options:

  • Professional Coaching resources
  • General POD classes
  • SLP two (Leadership Agility)
  • 360 Assessment ($295)

Other UW Options:

  • UW Extension
  • Tuition Exemption
  • MBTI (Myers Briggs) – Ruth does this ($40 direct cost)
son leadership development
SoN Leadership Development
  • What two hour classes should we offer to leaders/supervisors within SoN in 2012 – 13 academic year?
  • Brainstorm at your tables, record and we will discuss.
developing leaders and staff
Developing Leaders and Staff
  • Identify who should be targeted for leadership development vs. other types of development
  • Ask others for input
  • Make sure those you select for leadership development aren’t just like you!
  • Don’t ignore the quieter folks or give extra consideration to the more talkative
  • Be explicit in what leadership or other skills your department or unit needs
  • Provide opportunities for growth, allowing mistakes and learning from them
  • Celebrate and reward successes
  • Know when to pull the plug
developing your staff
Developing Your Staff
  • Everyone should have an opportunity
  • Share what you know of the future organizational needs
  • Create and share your philosophies for development
  • Identify resources (learning options, funding, time)
  • Provide practice opportunities
  • Create employee development plans
  • Monitor them regularly with staff and update every year or two
  • Involve staff in planning/team building meetings/retreats
developing your leadership team
Developing Your Leadership Team
  • Concept of “middles”
  • Clarify and communicate your expectations for the team
  • Make time for leadership team development and planning, in addition to operational issues management
  • Understand what processes cross your organization and put cross-unit teams together
  • Gather feedback from each other and staff about your effectiveness as a team
  • Hold regular retreats for planning, developing, and learning
ruth s key leadership performance expectations for student fiscal services leaders 1999 2007
Ruth’s “Key” Leadership Performance Expectations…for Student Fiscal Services Leaders (1999 – 2007)
  • Technical Competence and Knowledge (knowing the job and where to find answers/resources)
  • Following Through on Commitments (getting things done and soon!)
  • Committing to personal growth and development as a leader
  • Sharing and seeking information willingly and openly (communicating all the time…proactively, before something happens, during, after, team/staff minutes, successes you and your staff have, etc.)
  • Involving the right people in making decisions (teamwork)
  • Approachability/availability (being there and being open)
  • Setting a supportive climate where others can do their best (including talking about what that means within your group and working on it)
leadership expectations continued
Leadership Expectations (continued)
  • Encouraging and developing others to reach their full potential
  • Keeping primary focus on the customer, taking time to know customer needs and making improvements
  • Committing to on-going process improvement and preventative actions; improving systems
  • Seeking opportunities to develop process partnerships and build bridges
  • Taking/showing initiative (identifying opportunities, volunteering)
  • Organization-wide involvement (within SFS, within FM, within the UW)
  • Flexibility/Willingness to Change

Developed 1999


Trustworthy – Leaders & Staff

(UW Financial Management)

developing your leadership pipeline
Developing Your Leadership Pipeline

Stages of growth and often used titles:

  • Managing self – staff member
  • Managing others – supervisor
  • Managing managers – unit manager
  • Functional manager – director/chair/associate deans
  • Business manager – vice president/dean
  • Group manager – executive vice president/provost
  • Enterprise manager - president

Each stage requires a different and more complex skill set

Charan, Drotter and Noel

becoming the boss
Becoming the Boss

“Learning to lead is a process of learning by doing. It can’t be taught in a classroom. It is a craft primarily acquired through on-the-job experiences – especially adverse experience to which the new manager, working beyond his current capabilities, proceeds by trial and error.”

Linda A. Hill, Harvard

passage 1 from managing self to managing others
Skills needed:

Planning work of others

Filling jobs

Assigning work

Motivating others


Measuring work of others

Communicating more

Allocating time to get your job done and help others perform

Learn to value managerial work and that work directing work of others is critical to your success

Charan, Drotter and Noel

Passage 1: From Managing Self to Managing Others
new manager misconceptions
New Manager Misconceptions
  • Managers wield significant authority
  • Authority flows from the manager’s position
  • Managers must control their direct reports
  • Managers must focus on forging good interpersonal relationships
  • Managers must ensure that things run smoothly.

Linda A. Hill

passage 2 from managing others to managing managers
Additional skills needed:

Select hi-potential staff to turn into managers

Assign managerial and leadership work to managers

Measure manager progress as managers


Charan, Drotter and Noel

Thinking beyond function toward strategic issues

Keeping everyone informed all the time

Help new managers learn to manage and not just do

Coordinate efforts and keep managers accountable to agreements

Passage 2: From Managing Others to Managing Managers
passage 3 managing managers to business manager
Skills needed:

Manage outside comfort level

Excellent communication skills

Balancing needs of multiple functions

Proficient strategist


Charan, Drotter and Noel

Integrate functions

Work with wider variety of people

Balance current needs with future

Must take time to reflect, analyze and plan

… If not…you will become a roadblock

Passage 3: Managing Managers to Business Manager
engaging staff faculty
Engaging Staff/Faculty

Having engaged staff/faculty results in higher satisfaction, better service, ability to retain those you value and a stronger unit/leadership reputation. You can do this by:

  • Getting Close – get to know them, talk with them, listen and be attentive, communication is direct and person
  • Gaining Trust – be open, share information, talk about the hard stuff with them (not to them), ask for feedback
engaging staff faculty1
Engaging Staff/Faculty
  • Interacting – promote dialogue, hold forums, encourage two way communication
  • Being Inclusive – ask for and use ideas from all members, use words from staff to tell their work stories/successes to others
  • Being Intentional – have an agenda, target your communications, frequently reinforce your strategy, recognize good work

Showing your vulnerabilities, sharing your mistakes and how you learn from them, and connecting are signs of an effective leader.

adapted from Groysberg and Slind, HBR June 2012

engaging staff faculty2
Engaging Staff/Faculty
  • What are you doing to engage your staff/faculty?
  • What seems to work well?
  • What have you tried that hasn’t worked so well?
supporting development
Supporting Development

As a leader of others, you can commit to:

  • Developing leaders and staff
  • Developing leadership and work unit teams
  • Requiring leadership and staff development plans
  • Providing mentoring opportunities
  • Providing networking opportunities
  • Providing structured challenges/projects
  • Asking for and providing support and feedback
  • Communicating with your leaders and staff proactively and frequently
  • Sharing as much as you know about all things

Even if no central directive requires this!

what can you do for yourself
What can you do for yourself?
  • Allow yourself to be both optimistic and realistic
  • Find a trusted adviser, opportunities for reflection
  • Ask for feedback
  • Create a development plan
  • Get involved with activities outside your department and organization
  • Learn as much as you can
  • Surround yourself with effective leaders
  • Take some risks – show your emotional side/vulnerability
  • Don’t lose yourself in your role
what will you do when you go back to work
What will you do when you go back to work?
  • Discuss 1 – 3 new ideas you gained from this workshop.
  • Choose at least one action you will take to enhance your effectiveness as a leader – for yourself or others
  • Share that with someone(s) sitting near you.
  • Charan, Drotter and Noel. The Leadership Pipeline. Jossey-Bass, 2001
  • Dolezalek. “Got High Potentials?” Training Magazine, January/February 2007.
  • George, Sims, McLean and Mayer. “Discovering Your Authentic Leadership.” Harvard Business Review,February 2007
  • Groysberg, Boris and Michael Slind. “Leadership is a Conversation.” Harvard Business Review, June 2012.
  • Hill. “Becoming the Boss.” Harvard Business Review, January 2007.
  • Katzenbach, Stefen and Kronley. “Culture Change that Sticks.” Harvard Business Review, July – August 2012.
  • Jurow. Cultivating Your Career. The Business Officer, July 2006.
  • Various. “Global Executives Talk about the Challenges that Shaped them as Leaders.” Harvard Business Review, January 2007.
  • Zenger and Folkman. The Extraordinary Leader. McGraw Hill, 2002
  • Heifetz, Grashow, Linsky. “Leadership in a (Permanent) Crisis.” Harvard Business Review, July-August, 2009