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Leadership
• Management is doing things right; leadership is doing the right things.
• Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
;
Peter F. Drucker (1909~2005)
What Is Leadership?
Leadership can be defined as the will to control events, the understanding to chart a course, and the power to get a job done, cooperatively using the skills and abilities of other people.
LEADERSHIP VS. AUTHORITY
Team Leader
Two types of leaders:• Designated
The person assigned to lead and organize a designated core team, establish clear goals, and facilitate open communication and teamwork among team members.
• SituationalAny team member who has the skills to manage the situation-at-hand. e.g. CPR team leader
Role of the Team Leader
1. Organizes the group2. Monitors individual performance of team members3. Backs up team members4. Models excellent team behavior5. Trains and coaches6. Facilitates understanding7. Focuses on comprehensive patient care
Role of the Team Member1. Clear about role assignments2. Prepared to fulfill role responsibilities3. Well practices in practice skills4. Knowledgeable about the algorithms5. Committed to success
Effective Team Leaders
• Organize the team• Articulate clear goals• Make decisions through collective input of
members• Empower members to speak up and challenge,
when appropriate• Actively promote and facilitate good teamwork• Skillful at conflict resolution
Matching leadership styles to followerMatching leadership styles to follower’’s s readinessreadiness
R4CompetentConfident
R1Incompetent
Unwilling
R2Incompetent
Willing
R3CompetentUnconfident
SELLING S2
FACILITATING S3
DELEGATING S4
Leader
TELLING S1)
What if your leadership style does not match your follower’s readiness?
LeadershipBARRIERS
• HierarchicalCulture
• Lack of Resources or Information
• Ineffective Communication
• Conflict
OUTCOMES
• Shared Mental Model
• Adaptability
• Team Orientation
• Mutual Trust
TOOLS and STRATEGIES
Brief
Huddle
Debrief
Team Events
• Briefs – planning• Huddles – problem solving• Debriefs –process improvement
Leaders are responsible to assemble the team and facilitate team events
But remember…
Anyone can request a brief, huddle, or debrief
BriefTOPIC
Who is on core team?
All members understandand agree upon goals?
Roles and responsibilitiesunderstood?
Plan of care?
Staff availability?
Workload?
Available resources?
Bri
ef, H
uddl
e,
Deb
rief
“key elements checklist,” for briefing
• Get the person’s or group’s attention; • Make eye contact; • Introduce yourself; • Use people’s first names; • Ask knowable information; • Provide information; • Explicitly ask for input from all team members; • Talk about next steps; • Encourage ongoing monitoring and cross-checking.
Huddles
Problem solving
• Discuss critical issues and emerging events. • Anticipate outcomes and likely contingencies. • Assign resources.
• Express concerns.
Debrief
Process Improvement• Brief, informal information exchange and feedback sessions. • Occur after an event or shift. • Designed to improve teamwork skills.
• Designed to improve outcomes.
Debriefing Model
Three questions model:
• What went well? • What did not go well and why? • How can we improve for next time?
Debrief
DEBRIEF CHECKLISTCommunication clear?
Roles and responsibilities understood?
Situation awarenessmaintained?
Workload distribution?
Did we ask for or offerassistance?
Were errors made or avoided?
What went well, what should change, what can improve?
Bri
ef, H
uddl
e,
Deb
rief
Debrief
• Make debriefs a routine part of the job. • They are critical to continuous improvement and doing “the
right thing right.”
Make time for the debriefing process!
Facilitating Conflict Resolution
• Effective leaders facilitate conflict resolution techniques through:– Two-Challenge rule. – DESC script.
• Effective leaders also assist by: – Helping team members master conflict resolution
techniques. – Serving as a mediator.
Two-Challenge Rule
Invoked when an initial assertion is ignored…
• It is your responsibility to assertively voice your concern at least two times to ensure that it has been heard
• The member being challenged must acknowledge• If the outcome is still not acceptable
– Take a stronger course of action– Use supervisor or chain of command
Conflict ResolutionDESC Script
A constructive approach for managing and resolving conflictD—Describe the specific situation E—Express your concerns about the actionS—Suggest other alternativesC—Consequences should be stated
Ultimately, consensus shall be reached.
DESC - It
• Have timely discussion• Frame problem in terms of your own
experience• Use “We” statements to minimize
defensiveness• Avoid blaming statements• Critique is not criticism• Focus on what is right, not who is
right
Let’s “ DESC - It ! ”
Conflict Resolution Options
Information Conflict( We have different info. ! )
Two - Challenge rule
Personal Conflict( Hostile and harassing behavior )
DESC script