Leadership Development Seminar Becoming a Reflective Practitioner

1. Leadership Development SeminarBecoming a Reflective Practitioner April 17th,2014

2. Becoming a Reflective Practitioner Learning Objectives • Becoming more self aware through the use of reflective practice • Appreciating the value of strength based leadership • Understanding your own strengths and how these are complementary with others • Review the Reflected Best Self(RBS) tool and its utility in developing your ARC • Introduction to narrative medicine as a self and other reflective lens • Creating a network of leaders through learning together

3. Introductions 5 minutes • Introduce yourself to a neighbour • Tell each other one or two things that are unique about yourself • Group into fours • One of each pair introduce your new colleague emphasizing their uniqueness

4. Effective Leaders • Are best when they utilize their strengths and the strengths of their team? • Need to remediate their weaknesses and the weaknesses of their team? Strength Based Leadership GREAT LEADERS,TEAMS,AND WHY PEOPLE FOLLOW Tom Rath and Barry Conchie (Gallup Press NY,2008)

5. Reflected Best SELF • Myth that people need to be well rounded • Few truly high performing people are well-rounded • Combining our skills with our deeper, unique talents • Grooming ourselves to work within strength based leadership models How to Play to Your Strengths, Laura Morgan Roberts et al Harvard Business Review. Managing Yourself, January 2005

6. We can’t ignore our weaknesses • But we can build on our special talents as a pathway to excellence • When we receive positive and negative feedback, we tend to focus on the negative

7. Your Reflected Best Self (RBS)Anchored in Your Strengths You are a composite of: • Talents (naturally endowed abilities) • Core competencies (skills and strengths) • Deeply held values (principles) • Identity (culture, gender, education, environment)

8. RBS is not …. • A static portrait designed to boost your ego • An invitation to ignore your weaknesses • An abstract catalogue of your strengths • The same for everyone – not “the” best but “your” best RBS is ….. • An individual strength based leadership development model

9. Developing your RBSStep 1 • Identifying your respondents and asking for feedback Who? How? What?

10. Step 2:Recognize Patterns • Collect and integrate feedback • Organize feedback into themes

11. Step 3:Compose your Self-Portrait • Weave themes from the feedback into a composite self-portrait • Create a narrative beginning with the prompt “When I am at my best, I…..” • This will give you insight into both your strengths and areas where you have not performed as well

12. Step 4:Redesign the way you do your work • Redesign your Job Description/Academic Role Category • Look at your team for complementary strengths

13. Your RBS Portrait • Review your RBS with two/three others - What is my best self? - How can I apply this feedback? • Help each other refine your portrait … look for patterns in your data that created your portrait • Discuss new insights/surprises • How can I incorporate my best self into my current job description, my relationships( team, social and family), my future career plans?

14. Doing the RBS exercise • Who in the group is genuinely interested? • Sharing the tool • Discussion: implementation and next steps?

15. Self Reflective Practice and Narrative……