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In anticipation of transitioning from Hayward to the new San Leandro hospital, desire was to foster Intentional leadership with focus on caring, confident, consistent, and effective leadership to serve our adult inpatient population.
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Kaiser Permanente, Northern California
Caritas in ActionHow Caring Science informs and inspires KP caregivers and affirms our commitment to provide our
patients and their families exceptional care
Caritas Consortium 2013Co-creating a Sustainable Caring-Centric Leadership Paradigm
Intent to Contribute Statement: Intentional leadership with focus on building and sculpting a new leadership team for Adult
Services with focus on caring, confident, consistent, and effective leadership to serve our adult
inpatient population. The Employee Choice program has been a great catalyst to move this work
forward. Utilizing Caritas in Action coupled Heart Math, and other leadership development and
design tools I am creating a new leadership team … growing and serving our patients and keeping
pace with the changing health care environment. This work will change our patient experience
from good to exceptional. The caregiver team will experience a new connection to their art in
delivering care. This will be the model for caring practices in our new facility in San Leandro. As
this work occurs all who are involved with experience personal and professional change.
Co-Creating a Sustainable Caring-Centric Leadership Paradigm
Page 2
Co-Creating a Sustainable Caring-Centric Leadership Paradigm
Inspired Contributor(s) 1 : Shirley Paulson
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Service Area: GSAA
Medical Center: HAY
Affiliation: PCS
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Year Shared: 2013
Venue: Caritas Consortium
Format: PowerPoint
ID #: n/a
Keyword TAGs: Identifier
Consortium2013-July, GSAA, Hayward, Podium, Patient Care Services
Caritas Leadership, Team
Descriptor Mentoring
Page 3
Page 4
Need for New Leadership Paradigm
• Through Employee Choice and promotions /changes in roles, 58% turnover of experienced managers in PCS
• Hired three PCS Nurse Managers ICU/TCU 3rd floor Med/Surg/Tele 4th floor Med/Surg/Tele/Oncology
• Hired seven PCS Assistant Nurse Managers (ANMs)
• MCH had newly hired two ANMs had two additional new ANMs
Page 5
Flourishing through Caring Science
Caritas Process #4:
• Develop helping – trusting- caring relationships
Caritas Process # 7:
• Share teaching and learning that addresses the individual needs and comprehension styles
Caritas Process #10
• Open to mystery and Allow miracles to enter
Page 6
Caritas Leaders
• Caritas Leaders are those who lead by example and inspire others to foster caring-healing environments and to reinforce helping-trusting relationships between our fellow caregivers as well as with our patients and their families.
http://nursingpathways.kp.org/ncal/practice/caringscience/buildingcaritasleaders/
Page 7
Guiding Inquiry for Caritas Leaders
• What does it mean to Lead with Care?
• How do I communicate authentically and express my values and beliefs every day?
• How do I align my actions and my words?
• How do I align mind-body-spirit and co-create a healing environment
http://nursingpathways.kp.org/ncal/practice/caringscience/buildingcaritasleaders/Caritas%20Leaders%20-%20Guiding%20Inquiry.pdf
Page 8
New Leadership Paradigm to Develop Caritas Leaders
Must Haves:• It was critical to develop a Leadership program that had a new
way of thinking— Values Based, integrated in every day experiences
• This needed to start at the Interview process• This program needed to incorporate Caritas and HeartMath
principles• Needed didactic as well as practical applications• Needed Mentoring component
Matched an Experienced Leader Mentor with the new Mentee Structured process with Learning Objectives, meetings Mentor / Mentee Orientation Learning Objectives as part of Individual Development Plan
Page 9
Traditional vs Values Based Leadership The Traditional 20th-Century Leader:"Driving" Change
The Values-Based Leader: Cultivating Healthy Change with Leadership Intelligence and Caring Science
“Top Down”Culture of Fear and ReprisalMetric-Driven vs Value-Driven
Tim Porter O’Grady: Creating the Culture for Practice Accountability in Value-Driven Healthcare
Focus on Financial Objectives in and of themselves
Values-based Caritas leaders focus primarily on trusting, timeless human values and caring relationships as ends in themselves. Quality will follow if you “do the right thing”
Traditional leaders manage others through rules, rewards, and punishments, reducing employee commitment
A values-based Caritas leader is open to shared learnings and helps others to lead themselves so that each group can make key decisions, using Caring Science inquiry
Traditional leaders make decisions issued as directives, orders and policies. Then followers are expected to carry out the decisions, often without questions or verbal feedback from workers.
A values-based Caritas leader encourages group intelligence by giving each group the power to provide input and feedback on organizational decisions. Leaders who embrace altruistic values and shared decision making start to emerge everywhere.
Page 10
Leader Orientation
• Managers are in a position to influence, impact and shape staff’s experiences
• This program is intended:
• To develop new managers into extraordinary Caritas leaders and,
• To provide a strong foundation to Learn and Lead in a safe
environment
Page 11
Developing a Caritas Leader Begins With the Interview Process
Sample questions:1. Having an understanding of Jean Watson's Caring
Science Theory and how to apply it to leadership and nursing is important to this leadership team. What is your understanding of Caring Science? How would you incorporate some of her practices as a leader on this floor?
2. Tell me about the Care Experience hospital initiative that your unit or department is working on. Can you tell me how your unit is doing? What is your role in contributing to this initiative?
Page 12
Kaiser Permanente – Existing Leadership Development Programs
• 2-day Facilitated (Instructor-Led/Classroom course. Part of STAR Leadership Curriculum for New Managers
New Manager Orientation
• A series of in- facilitated and web-based courses with defined curriculum for First 180-days and 2nd 180-days through 1year. Elective courses are also identified.
• STAR is designed for those who are new to leadership roles as well as those who are seasoned professionals.
STAR Leadership(Steps to Achieving
Results)
• 15-20 minute Web-Based Lessons• Developed to provide tools to help new managers build their
understanding of KP NCAL’s organizational strategy of quality, service at a competitive price.
EFMEssentials for
Managers• Web-Based and Classroom Training, Harvard ManageMentor• Curriculum divided into the following categories: Foundational
Courses (New Managers (0-2 yrs), Performance Leadership (Frontline Dept. Managers and Stewards) , Executing Strategy (Middle Managers) and Advanced Courses
IMPACT Leadership NCAL
Page 13
A New Paradigm
If we agree that caring is central to nursing, are we ready to embrace a paradigm that properly acknowledges its significance in our work and
provides the necessary direction for manifesting a bright and confident future?
Page 14
Nursing Leader Orientation
New Orientation Checklist Alignment of STAR leadership courses with
weekly Management meetings Weekly Educational focus with guest speakers to
reinforce didactic Monthly calendar Caring Science Leadership refresher training Mentoring program:
Each Mentee is matched to a Mentor, based on the initial Questionnaire and preference checklist completed by the Mentee
14 Mentees matched to 13 Mentors (one Mentor had two Mentees)Page 15
New Manager Orientation Calendar
Weekly focus integrates didactic with practicum
New Orientation Checklist
First 90 day Mentoring Program
Mentoring Program Objective
• It is our goal to offer guidance, support and expertise from a “matched” Mentor Leader within the GSAA for new Assistant Nurse Manager and Nurse Managers Mentees in the Adult and MCH Patient Care Services through a structured, 90-day Mentoring program.
• At the end of this 90 day mentoring period, all Mentees will accomplish at least two of the three Learning Objectives identified in the initial Mentor/Mentee Learning Agreement.
Page 17
What is Mentoring?
• Mentoring is a powerful personal development and empowerment tool
which can be an effective way of helping staff to develop in their
careers
• Should be viewed as a safe, non-judgmental relationship
• Facilitates learning, experimentation and development
• Mentors selected were accomplished Leaders within GSAA without a
direct reporting relationship to Mentee
• Mentors have roles outside of PCS:
• AR&L Director, Hayward - Transition Leader for San Leandro
• PI Director, Hayward - Perioperative Services Director,
GSAA
• PI Director, Fremont - Administrative Services
Director, GSAA
• Care Experience Director GSAA - Director of Public Affairs, GSAA
• Area Quality Leader, Hayward - Director of Education and Clinical
Informatics, GSAA
• Director of STAR Leadership - Director, Adult Patient Care Services
• Director, Maternal Child Health
Page 18
What is Mentoring?
• Mentoring is a voluntary and supportive relationship whereby a more
experienced staff shares their knowledge, skills and experience to
guide others to progress in their own lives and careers
• “Mentoring is more than ‘giving advice’, or passing on what your
experience was in a particular area or situation. It's about motivating
and empowering the other person to identify their own issues and
goals, and helping them to find ways of resolving or reaching them -
not by doing it for them, or expecting them to ‘do it the way I did it’,
but by understanding and respecting different ways of working”
Source: http://www.admin.cam.ac.uk/offices/hr/ppd/pdp/mentoring/what/
Page 19
Mentoring Program is Mentee Driven
• Mentoring program is Self-Driven, Confidential
• Takes place outside of the direct reporting relationship
• Mentees:
• Take responsibility and ownership for their own learning and
development
• Identifies their own development needs and goals
• Solves problems by enhancing their own self-awareness
• Meeting agenda development is Mentee-driven
Page 20
Mentor supports Self Discovery
• Mentor acts as a conduit to self discovery and reflection, and gives the Mentee the space and time to make their own decisions
Page 21
What is a Mentor?
Sounding Board to test ideas and suggestions
Facilitator to be able to point to potential opportunities, arrange introductions
Advisor to provide objective advice on a range of issues, including career opportunities
Coach to directly assist the mentee to improve a specific skill
Source: https://www.dur.ac.uk/hr/mentoring/mentoringguidelines/whatismentoring/Page 22
Mentors can serve as a…
Expert to act as a source of technical/professional knowledge
Source of organizational material
to be able to explain Kaiser policies, culture, values
Role model to promote and encourage positive behaviors in others
Source of feedback to provide constructive feedback
Confidant to express fears and concerns to
Motivator to encourage the achievement of goals and boost morale
Challenger to challenge assumptions and encourage alternative thinking
Page 23
Meeting Requirements
• Initial one hour meeting
• Initiate discussion about your learning objectives
• Mentee to email your Learning Objectives to your Mentor after your first
meeting, cc copy to Shirley Paulson (Program Coordinator)
• Develop Mentee/Mentor Agreement, cc to Shirley Paulson
• Weekly check-in 5”-15” or so via phone or email
• At least one hour per month face to face meeting (can be
two 30 minute meetings each month)
• Prior to your last meeting with your mentor, review your learning objectives and reflect on what you have accomplishedPage 24
Mentoring Process
• Mentor/Mentee Agreement
• Meeting Logistics: how, when
• Confidentiality
• Learning Objectives Agreement
• Define 3 learning objectives you want to accomplish
• Make it a SMART objective
• Mentee to add Learning Objectives to Individual Development Plan (IDP) in Total Performance
Page 25
Mentee Application & Preference List
Page 26
Mentee Application (a closer view)
Page 27
PCS Mentoring websitehttps://www.kpmentoring.org/
Page 28
Summary
• Creating a sustainable, Caring-Centric leadership program takes a village
• Set Expectations that Leadership is Value-Based and behaviors support a trusting staff / manager relationship
• It is a shared experience ; we learn from each other
• Caritas is incorporated in what we do, everyday
• Be open to “Mystery”—take joy in each day, celebrate the successes
Page 29
Acknowledgements
• Thanks to the following for their support: Joanne Mette, CNO GSAA Beth Eichenberger, MCH Director Hayward Debbie Hemker, COO Hayward Evelyn Nodal, Care Experience Leader GSAA Eileen Sapinoso, DECEPI GSAA Dennis Spivack, Director STAR Leadership GSAA Genevieve Wright, ASD GSAA
Page 30
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