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The Leadership Journey: Chart Your Course - Child Life Council

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<strong>Child</strong> <strong>Life</strong> <strong>Council</strong>26 th Annual Conference on Professional Issues<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong>Presented By:Jerriann Wilson, CCLS, Retired Director of <strong>Child</strong> <strong>Life</strong>, Johns Hopkins <strong>Child</strong>ren’s CenterChris Brown, CCLS, Director, <strong>Child</strong> <strong>Life</strong>, Dell <strong>Child</strong>ren’s Medical Center of Central TexasSheila Palm, CCLS, <strong>Child</strong> <strong>Life</strong> System Leader, <strong>Child</strong>ren’s Hospitals and Clinics of MinnesotaTraci Woods, CCLS, <strong>Child</strong> <strong>Life</strong> Clinical Coordinator, Florida <strong>Child</strong>ren’s HospitalDiane Hart, CCLS, Site Supervisor, BC <strong>Child</strong>ren’s Hospital


<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong> –<strong>The</strong> <strong>Leadership</strong> EssentialsKouzes and Posner FiveEssential PracticesK&P Commitments K&P Action Points John MaxwellModeling the WayClarify personal beliefs andvaluesDeeds and wordsconsistentSet the exampleDemonstrate in dailyactions commitment toyour beliefsBuild consensus aroundshared values; can’t imposevaluesEffort, steadfastness,competence, attentionKeep operational andstrategic plans; goals andpriorities day-to-dayTelling stories, beingvisible, asking questions tohelp others think aboutprioritiesLead thru direct individualinvolvement and action1. Find your voice byclarifying yourpersonal values2. Set the exampleby aligning actionswith shared values.1.1 Look in the mirror.1.2 Take time for contemplation.1.3 Write a tribute to yourself.1.4 Record the lessons from theleaders you admire.1.5 Write your credo.1.6 Engage in a credo dialogue andassessment.1.7 Collect stories that teach values.1.8 Audit your ability to succeed.2.1 Create alignment around keyvalues.2.2 Speak about shared values withenthusiasm and confidence -- evendrama.2.3 Teach and reinforce throughsymbols and artifacts.2.4 Lead by storytelling.2.5 Put story telling on your meetingagendas.2.6 Ask questions.2.7 Keep score.2.8 Do a personal audit.Indispensable Qualities* Character – be a piece of the rock* Initiative - Initiate a connection withfollowers; look for opportunities and be readyto take action* Positive attitude - your people are a mirrorof your attitude* Responsibility – if you can’t carry the ball,you can’t lead the team* Self-discipline – the first person you lead isyou* Servanthood – to get ahead, put others firstIrrefutable Laws* Law of solid ground – trust is thefoundation of leadership* Law of respect – people will naturally followleaders stronger than themselves* Law of sacrifice – a leader must give up togo upKouzes & Posner Practices K&P Commitments K&P Action Points John MaxwellInspiring a Shared VisionVision, dreams of whatcould beConfidence in abilities tomake extraordinary thingshappenEnvision the futureDesire to make somethinghappen, change how thingsareEnlist, inspire others in thevisionUnderstand needs ofothers; must accept visionas their ownEnergize and uplift<strong>Leadership</strong> is a dialogueHow is the vision for thecommon good?Forge unity of purpose;communicate passion thrulanguage and expressivestyleLeaders’ excitement iscatching3. Envision the futureby imaging excitingand ennoblingpossibilities.4. Enlist others in acommon vision byappealing to sharedaspirations.3.1 Read a biography of a visionaryleader.3.2 Think about your past.3.3 Determine the "something" youwant to do.3.4 Write an article about how you'vemade a difference.3.5 Write a vision statement.3.6 Become a futurist.3.7 Test your assumptions.3.8 Rehearse with visualizations andaffirmations.4.1 Get to know your constituents.4.2 Find the common ground.4.3 Develop a collective visionstatement.4.4 Expand your communicationskills.4.5 Breath life into your vision.4.6 Speak from the heart.4.7 Listen first -- and often.4.8 Hang out.Indispensable Qualities* Charisma* Commitment – it separates the doers fromthe dreamers* Passion (“When a leader reaches out inpassion, he is usually met with answeringpassion)* Vision – you can only seize what you canseeIrrefutable Laws* Law of influence* Law of EF Hutton – when the real leaderspeaks, people listen* Law of respect* Law of magnetism – who you are is whoyou attract“Inspire” literally means“breath life into”* Law of buy-in – people buy into the leader,then the vision1


Kouzes & Posner PracticesK&PCommitmentsK&P Action PointsJohn MaxwellChallenging the ProcessSeek and accept challenge;versus waiting for luckCutting edge service,spearheading a newcampaign, change from statusquoStep into unknown, search foropportunitiesNeeds experimentation andrisk takingLittle victories piled upon eachother; incremental stepsNot everyone equallycomfortable with risksSome mistakes and failure tobe expected; create climate tolearn from mistakes5. Search foropportunities byseekinginnovative waysto change, grow,innovate, andimprove.6. Experimentand take risks byconstantlygenerating smallwins andlearning frommistakes.5.1 Treat every job as an adventure5.2 Seek meaningful challenges foryourself.5.3 Find and create meaningfulchallenges for others.5.4 Add fun to everyone's work.5.5 Question the status quo.5.6 Renew your teams.5.7 Create an open-source approachto searching for opportunities.5.8 Send everyone shopping forideas.6.1 Set up little experiments anddevelop models.6.2 Make it safe for others toexperiment6.3 Break mindsets6.4 Break it up and break it down.6.5 Give people choices.6.6 Accumulate yeses.6.7 Admit your mistakes.6.8 Conduct pre- and postmortemsfor every project.Indispensable Qualities* Teachability – to keep leading, keeplearning* Discernment (discover root issues;enhance your problem solving; evaluate youroptions for maximum impact)* Problem solving (anticipate problems; seebig picture)Irrefutable Laws* Law of the lid – leadership abilitydetermines a person’s level of effectiveness(learn, grow, change)* Law of process – leadership develops daily,not in a day* Law of intuition – leaders evaluateeverything with a leadership bias (problemsolving, resources)* Law of the “big mo” – momentum is theleader’s best friend* Law of priorities – leaders understand thatactivity is not necessarily accomplishmentKouzes & Posner PracticesK&PCommitmentsK&P Action PointsJohn MaxwellEnabling Others to Act<strong>Leadership</strong> is a relationshipTake risks, make changes,keep organizations andmovements aliveDreams/vision won’t becomereality thru the actions of asingle personFoster collaboration, buildtrustInvolve everyone in some wayPossible for all to do goodworkNot just a small group ofpeers, direct reports, loyalists– but also clients, peers,managers, suppliers,community….How others do best work; feelcompetent?Sense of personal power andownershipTrust others; give themdiscretion, more authority,information; use energy toproduce extraordinary resultsTeamwork, empowerment;essentialExceed own expectations7. Fostercollaboration bypromotingcooperativegoals andbuilding trust.8. Strengthenothers bysharing powerand discretion.7.1 Conduct a collaboration audit.7.2 Be the first to trust.7.3 Ask questions, listen, and takeadvice.7.4 Always say we.7.5 Create jigsaw groups.7.6 Focus on gains, not losses.7.7 Make a list of alternativecurrencies.7.8 Take a lot of human moments.7.9 Create places and opportunitiesfor informal interactions.8.1 Offer visible support.8.2 Assign critical tasks.8.3 Enrich people's jobs.8.4 Use modeling to developcompetencies.8.5 Stop talking and start building atstaff meetings.8.6 Enlarge people's sphere ofinfluence.8.7 Educate, educate, educate.8.8 Create a learning climate.Indispensable Qualities* Relationships – if you get along, they’ll goalongIrrefutable Laws* Law of navigation – anyone can steer theship but it takes a leader to chart the course* Law of empowerment* Law of reproduction – it takes a leader toraise up a leader* Law of victory – leaders find a way for theteam to win* Law of explosive growth (leaders whodevelop leaders multiply their growth)2


Kouzes &Posner PracticesK&PCommitmentsK&P Action PointsJohn MaxwellIndispensable QualitiesEncouraging the HeartFocus on clear standardsExpect the bestPay attentionPersonalize recognition, notpretentious ceremoniesMovement long and arduousPeople get exhausted,frustrated, disenchanted;tempted to give upRecognize contributionsSmall victories along the wayValues honoredEncouragement is seriousbusinessHelp people see the benefitsand valueCelebrations, rituals comefrom the heartBuild collective identity,community spirit9. Recognizecontributions byshowingappreciation forindividualexcellence10. Celebratethe values andvictories bycreating a spiritof community.9.1 Be creative about rewards.9.2 Make recognition public.9.3 Provide feedback en route.9.4 Be a Pygmalion.9.5 Foster positive expectations.9.6 Make the recognitionpresentation meaningful.9.7 Find people who are doing thingsright.9.8 Don't be stingy about sayingthank you.10.1 Schedule celebrations.10.2 Install a public "BraggingBoard."10.3 Create a commemorative awardhonoring exemplary actions.10.4 Demonstrate caring by walingaround.10.5 Show passion and compassion.10.6 Be a cheerleader -- YOUR way.10.7 Have fun.10.8 Set the example -- plan acelebration right now.* Generosity – your candle loses nothingwhen it lights another* Listening – to connect with their heart, useyour ears* Security - secure enough in self to givecredit to others; listen to others’ ideas;celebrate others’ victoriesIrrefutable Laws* Law of connection – leaders touch a heartbefore they ask for a handAdapted from:Kouzes, J.M. and Posner, B.Z. (2007) <strong>The</strong> <strong>Leadership</strong> ChallengeMaxwell, J. (2007) <strong>The</strong> 21 Indispensable Qualities of a LeaderMaxwell, J. (2007) <strong>The</strong> 21 Irrefutable Laws of <strong>Leadership</strong>May 20083


<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong> –<strong>The</strong> Executive SummaryThis all-day intensive will focus on leadership development for child life specialists in a variety ofsettings who are at different stages in their careers. Although it will be useful for current managers orleaders who are new to the manager role, it is also designed for those individuals who wish to grow anddevelop within their programs. <strong>The</strong> workshop will use a variety of methods such as didactic, assessment,as well as activities; there will be a heavy emphasis in each section on communication and engagingchange. Vignettes of real-life examples, such as effective team building, setting strategic goals, projectmanagement, and presentation skills will be used to clarify different aspects of leadership. Attendees willbe asked to think about the kinds of skills and leadership position or role they want and to come to thissession with ideas or a plan of where they are now and where they want to be. Participants will practiceidentifying and understanding the value system in their own organization and will be more effective atmobilizing others in their achievements.<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong> –<strong>The</strong> OutlineI. IntroductionII. <strong>Leadership</strong> and Management Skills as Part of Professional PracticeIII. Five Practices of Exemplary <strong>Leadership</strong> - Kouzes & Posnera. Model the Wayb. Inspire a Shared Visionc. Challenge the Processd. Enable Others to Acte. Encourage the HeartIV. Use of Self-Assessment Tool to Identify Skills & StrengthsV. Interactive Group Work Based on the Five PracticesVI. SummaryMay 2008


<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong> – <strong>The</strong> PresentersJerriann Wilson, MEd, CCLSRetired Director of <strong>Child</strong> <strong>Life</strong>Johns Hopkins <strong>Child</strong>ren’s Center584 Richard WaySeverna Park, MD 21146(410) 544-0806d.jwilson@verizon.netChris Brown, MS, CCLSDirector, <strong>Child</strong> <strong>Life</strong> and Family-Centered CareDell <strong>Child</strong>ren's Medical Center4900 Mueller Blvd.Austin, TX 78723(512) 324-0146cdbrown@seton.orgDiane Hart, MA, CCLSSite Supervisor, <strong>Child</strong> <strong>Life</strong> DepartmentBC <strong>Child</strong>ren's HospitalRoom 3M47, 4480 Oak StreetVancouver, B.C. V6H 3V4(604) 875-2345 ext. 7687dphart@cw.bc.caSheila Palm, MA, CCLS<strong>Child</strong> <strong>Life</strong> System Leader<strong>Child</strong>ren's Hospitals and Clinics of Minnesota2525 Chicago AvenueMinneapolis, MN 55404Minneapolis Campus: (612) 813-6937St. Paul Campus: (651) 220-6937sheila.palm@childrensmn.orgTraci Woods, CCLSManager of <strong>Child</strong>ren & Family ServicesFlorida <strong>Child</strong>ren's Hospital601 East Rollins StreetOrlando, FL 32803(407) 303-5585traci.woods@flhosp.orgMay 2008


<strong>The</strong> <strong>Leadership</strong> <strong>Journey</strong>: <strong>Chart</strong> <strong>Your</strong> <strong>Course</strong> – <strong>The</strong> BibliographyAnnotated Bibliography:1) Ball, James. (2001). Professionalism is for Everyone. Reston, VA: <strong>The</strong> Goals Institute. This brief, simplemanual describes five keys of professionalism, applicable to anyone in any role, including (1) Character,(2) Attitude, (3) Excellence, (4) Competency, and (5) Conduct. It goes on to describe specific behaviorsand the “Dos” and “Don’ts” relevant to the enhancement of each.2) Collins, Jim. (2001). Good to Great. New York: HarperCollins. This book is based on a 5-year researchstudy to answer “Can a good company, become a great company?” It focuses on what the differencesare between good and great companies through comparisons and case studies. <strong>The</strong> differences rangefrom people to principles and conclude that specific traits/events are associated with transforming fromgood-to-great.3) Covey, Stephen. (1990). Principle-Centered <strong>Leadership</strong>. New York: Simon & Schuster. Covey appliesnatural laws, or principles, of life to organizations. While incorporating the Seven Habits of HighlyEffective People, Covey explains the principles of Security, Guidance, Wisdom, and Power, anddiscusses how these principles will result in personal and organizational transformation.4) Goleman, D., Boyatzis, R.E, & McKee, A. (2002). Primal <strong>Leadership</strong>: Realizing the Power of EmotionalIntelligence. New York: Simon & Schuster. <strong>The</strong>se authors examine the relationship between EmotionalIntelligence (EI) and successful leadership. Fundamental to this book is the distinction between leaderswho exhibit "resonance," defined as bringing out the best in people by being positive about theiremotions, and those who display "dissonance," defined as bringing out the worst in people byundermining their emotions. <strong>The</strong> four dimensions of EI, which are self-awareness, self-management,social awareness, and relationship management, are described; as well, the different types of leadershipstyles (for example, visionary, coaching, commanding etc.) are examined.5) Harvard Business School Publishing. (2006). Leading People-Expert Solutions to Everyday Challenges.Boston: Harvard Business School Publishing. Part of the Pocket Mentor Series, this 82 page bookfocuses on how to work at being a leader by setting a direction, inspiring others, creating a vision, andimplementing change. It includes case examples, self tests, personal checklists, and a bibliography.6) Hunter, James C. (2004). <strong>The</strong> World’s Most Powerful <strong>Leadership</strong> Principle-How to Become a ServantLeader. Colorado Springs, CO: WaterBrook Press. This concise book, filled with practical andunderstandable principles, defines a philosophy of leadership based not on being “the boss” or “headhoncho” but on serving others. Hunter focuses on the responsibilities, skills and character needed toinfluence people to enthusiastically work toward goals identified as being for the common good andincludes a leadership skills inventory tool.7) Kotter, John P. (1996). Leading Change. New York: Simon & Schuster. Kotter calls on the need foreffective leadership to make change happen and identifies the most common mistakes leaders make inattempting to create change and offers an eight-step process to overcome the obstacles. <strong>The</strong>se includeestablishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy,communicating the change vision, empowering broad-based action, generating short-term wins,consolidating gains and producing more change, and anchoring new approaches in the culture. Hemaintains these steps will create lasting organizational transformation.8) Kotter, John P. and Cohen, Dan. S. (2002) <strong>The</strong> Heart of Change: Real-<strong>Life</strong> Stories of How PeopleChange <strong>The</strong>ir Organizations. Cambridge, MA: Harvard Business School Press. In this follow-up to hisclassic Leading Change (1996) Kotter and Cohen describe eight steps to influence or implement change.From building the guiding team, to getting the vision right, and making change stick the examples shareddemonstrate how to follow a process to address your own change goals.


9) Kouzes, James & Posner, Barry. (2007). <strong>The</strong> <strong>Leadership</strong> Challenge, 4th Edition. San Francisco: Jossey-Bass. This is an inspiring book that highlights Five Practices of Exemplary <strong>Leadership</strong> – Model the Way,Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. Kouzesand Posner provide a very thorough portrayal of leadership through these five practices that are identifiedas being key for successful leadership. <strong>The</strong> book focuses on how ordinary people exercise leadershipand in the process become effective leaders who get extraordinary things done in their organizations.10) Maxwell, John. (2007). 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want toFollow. Nashville: Thomas Nelson. Maxwell focuses on “becoming the person others will want to follow”as he discusses the qualities that will make you a leader on “the inside” which will then allow you tobecome a leader on “the outside.” This 156 page book presents succinctly and clearly each characteristic(e.g., character, charisma, commitment). <strong>The</strong>re is also a workbook.11) Maxwell, John. (2007). 21 Irrefutable Laws of <strong>Leadership</strong>: Follow <strong>The</strong>m and People Will Follow You. 10 thAnniversary Edition. Nashville: Thomas Nelson. <strong>The</strong> 21 Laws and the companion workbook are a toolboxfor anyone on a personal leadership journey. Maxwell draws from his divinity and business experience indelineating these essential principles that maybe studied individually as well as in total with chapterconclusions for applying the lessons to life.12) Maxwell, John. (2005). 360 o Leader. Nashville: Thomas Nelson. Although the concept of 360 o leadershipinvolves leading up, leading across, and leading down, Maxwell believes that the middle of anorganization is an ideal place to initiate change and broaden one’s influence. He gives many examples,primarily from business, that help illuminate and clarify his thesis.13) Morgan, Angie & Lynch, Courtney. (2006). Leading from the Front-No Excuse <strong>Leadership</strong> Tactics forWomen. New York: McGraw-Hill. <strong>The</strong> authors are two women who began their leadership training asofficers in the U.S. Marine Corps and eventually co-founded the Lead Star consulting firm. <strong>The</strong>ir book isa very readable, practical approach that summarizes 10 key practices to becoming a powerful leader anddifferentiates between leadership and management.14) Patterson, Kerry, Grenny, Joseph, Maxfield, David, and McMillan, Ron. (2007) <strong>The</strong> Influencer: <strong>The</strong> Powerto Change Anything. New York: McGraw-Hill. <strong>The</strong> authors of the best seller Crucial Conversations sharepowerful strategies to create change. Using inspirational examples of real people influencing change intheir lives, their work, and their community, the power of influence is eloquently illustrated.15) Senge, Peter. (2006). <strong>The</strong> Fifth Discipline: <strong>The</strong> Art & Practice of <strong>The</strong> Learning Organization. New York:Doubleday. <strong>The</strong> Fifth Discipline uses theory and practical approaches to discuss how to build a learningorganization with shared vision. It describes each of the 5 disciplines: systems thinking, personalmastery, mental models, building a shared vision, and team learning and also describes the learning“disabilities” that plague companies. Emphasis is on how we think, interact, and learn with one another tocreate positive results.16) Studor, Quint. (2003). Hardwiring Excellence. Gulf Breeze, FL: Fire Starter Publishing. Studer outlineshis personal journey from special education teacher through senior health care administrator to illustratehis “healthcare flywheel” concept of identifying core principles or purposes, measuring pillar results, andcapturing the passion for service delivery. Since 1999, <strong>The</strong> Studer Group has offered consultation forhealth care organizations using evidence-based tools to create, enhance, and sustain quality indicatorssuch as patient satisfaction, employee retention, and financial outcomes.May 2008

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