Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the Public’s Health

Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the

Public’s Health

Karya Lustig, MA, ISS Deputy Director

Leticia Pagan, MS

Program Coordinator

Center for Health

Leadership and Practice

Over 20 years of leadership development work

Current work includes:

National Leadership Academy for the Public’s Health (NLAPH)

California LAPH

San Francisco Dept. of Public Health LAPH

Leadership Learning Network

© 2013 Public Health Institute

Objectives Demonstrate how this innovative leadership program

improves leaders’ ability to navigate complex environments to achieve collective impact

Discuss an approach to leadership development that demonstrates results of expanded partnerships with multi-sector teams improving population health and advancing health equity

Explain how diverse, interdisciplinary partnerships are moving the community health agenda forward by leveraging their relationships


Let’s Begin with Why


Complex & Wicked Problems

The value of collective leadership networks is in their capacity to solve problems quickly in an environment of uncertainty an

Watts 2004 d complexity.


Public Health Framework for Reducing Health Inequities


20th Century Leadership Model

Individual Skills/Knowledge

Stronger Organizations

Hopefully Community Results ???


Going After Big Results

Individual Capacity

Management Capacity

Collective Capacity

Network Systems

Individual

Organizational

Community

Field

Leadership Capacities Developed

Leve

l of

Imp

act Traditional Leadership

Development

Leadership Academy for the Public’s Health


New Leadership Paradigm

Traditional Leadership Mindset New Collective Leadership Mindset


“Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration.” Chrislip and Larson

Research suggests that “the future of collaborative leadership depends on the ability of leaders to engage and collaborate with the business, government, and social sectors.” 2013 Harvard Business Review, Lovegrove and Thomas

Collaborative Leadership Defined


Practice [or what]


NLAPH – For a New Health Environment

New tools required to address leveraging the assets and partnerships already present in communities to develop/move toward an improved state of the public’s health


NLAPH Goals

Drive the adoption of evidence-based policies

Align medicine and public health

Improve health outcomes and move towards greater health equity in our nation through sustainable policy and systems change


NLAPH Project Focus (defined by

team)

On-site Learning (retreat)

Distance Learning

(webinars)

Continuous Learning & Networking

(communities of practice)

Coaching (in-person and by

teleconference)

Evaluation

Key Program Elements


NLAPH Model


Intersection between Self/Team Community Systems/Political

Unified through Data for Planning

Assessments and Monitoring & Evaluation

CQI

Curriculum Overview

Phase 1 – Inspiration

Phase 2 – Ideation

Phase 3 – Implementation

Phase 4 – Growing, Sustaining, and Transition

Each phase incorporates different leadership themes, readings, and activities


Phase 1 – Inspiration

Leadership Themes Inspiring others Self-awareness/ Use of self Personal growth for leadership excellence Credibility and self trust Results visioning Systems Thinking

Features Expect Success Seek Opportunity Begin Storytelling Actively Brainstorm


Phase 2 – Ideation

Features Actively Brainstorm Engage Stakeholders Plan for Change Utilize Integrative/Systems

Thinking Communicate Change Plan and Vision

Leadership Themes Collaboration Alignment Shared vision Speed of trust Learning from differences Empowering ourselves and

others


Phase 3 – Implementation

Leadership Themes Impact and influence Collaboration Inspiring others Boundary crossing Empowering self and

others Commitment Stakeholder trust Political, communication

and advocacy skills Systemic feedback

Features Execute Vision Develop a Communication Strategy Maintain Sponsorship, Engage

Networks and Stakeholders Experiment Tell Stories Impact Policy/Environmental Change


Phase 4 – Growing, Sustaining and Transition

Features Illustrate Impact Expand Evolve

Leadership Themes Sound and current data Developing others Networking Getting results Commitment Stakeholder trust Systems feedback


Who are NLAPH teams

Geographically


Who are NLAPH teams Sectors

0

5

10

15

20

25

30

35

LHD SHD Hosp/HC Educ NGO Tribal Loc Govt Other

2012

2013


Who are NLAPH teams Projects

0

1

2

3

4

5

6

7

8

9

Chronic DiseasePrevention

Tobacco Prevention Drug & ETOHprevention

EmergencyPreparedness

Maternal & ChildHealth

Oral Health Health Policy

2012

2013


Results [or so what?]


Cohort 1 Results

91% agreed that the program model was effective and sufficient in supporting intersectoral leadership development

98% agreed that the program strategy of promoting experiential learning by applying leadership development content to Applied Health Leadership Project was effective

97% agreed that they would recommend this program to colleagues


Cohort 1 Results

Improvement in three or four leadership domains for majority of participants

Self-Reported Improvement

Individual Leadership Mastery 94%

Ability to work across sectors 95%

Application of CQI Principles 84%

Appropriate use of Data

78%

Commitment to Population Health Perspective 94%


Cohort 1 Results

Teams report regularly engaging other sectors and leveraging the individual network of team members

74% of teams report ‘regularly’ involving sectors other than their own in planning, policy-making and problem solving

100% of teams report leveraging the individual networks of team members


90% of teams made progress on their Applied Health Leadership Projects

76% of teams responded that participation in NLAPH contributed to their growth as an intersectoral leader

“We’re really talking differently about collaboration…I think for each of us NLAPH illuminated our thinking. Its taking us and our thinking to a new level”

Cohort 2 Mid-Term Results



Improvement in leadership domains for majority of participants

Self-Reported Improvement

Individual Leadership Mastery 82%

Ability to work across sectors 73%

Application of CQI Principles 50%

Appropriate use of Data

42%

Commitment to Population Health Perspective 53%



Teams report regularly engaging other sectors and leveraging the individual network of team members

90% of teams advanced their collaborative leadership skills

90% grew as a team or strengthened team functioning

85% of teams report effectively working across sectors


Continuous Quality Improvement


Plan

Do Check - Reflect

Act

Thank you!


Karya Lustig, MA, ISS (510) 285-5586 [email protected] www.healthleadership.org

“In public health there are very few funding sources that support infrastructure. Most funding supports deliverables. So, I think this opportunity is unique in that way…There are very few opportunities for us to focus on Leadership development....The fact that this opportunity arose that was very specific to leadership development and very specific to collaborative and multi-sector teams has really made a difference for our project overall.”

“We’re living it, but if not for NLAPH getting us to sit down and talk about those things strategically, we wouldn’t be doing it. It’s been huge. If it wasn’t for NLAPH, none of this – none of this – would be happening.”

Leticia Pagan, MS (510) 285-5652 [email protected] www.healthleadership.org

mailto:[email protected]

http://www.healthleadership.org/

mailto:[email protected]

http://www.healthleadership.org/

Education

Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the Public’s Health