Building Trust: Leadership Pearls for Today's Nurse Leaders _____________________________________

1. Building Trust: Leadership Pearls for Today's Nurse Leaders _____________________________________ Captain Mark E. Brouker Medical Service Corps, United States Navy (Retired) Founder and President, Brouker Leadership Solutions Assistant Professor of Leadership Studies, Chapman University

2. Today’s Objectives • 1. Understand the profound power of the leadership phenomenon. • 2. Illustrate behaviors that build trust and high performing teams.

3. Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)

4. Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)

5. Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)

6. Leadership & PTSD Symptoms N = 638

7. Leadership & PTSD Symptoms N = 638 Percent meeting criteria for PTSD Quality of leader

8. Leadership & PTSD Symptoms N = 638 Percent meeting criteria for PTSD Strong leadership

9. Leadership & PTSD Symptoms N = 638 Percent meeting criteria for PTSD Strong leadership

10. Leadership & PTSD Symptoms N = 638 Percent meeting criteria for PTSD Strong leadership

11. Leadership & PTSD Symptoms N = 638 Percent meeting criteria for PTSD Strong leadership Poor leadership

12. Positive satisfaction with leadership is an extremely effective buffer against symptoms of PTSD, anxiety and depression. - Mental Health Advisory Team Report (2012)

13. What are the behaviors of an effective leader?

14. Care for your staff/build trustBehavior #1 – Know your staff Leadership is about building relationships…it’s a contact sport! “Tell me your story…” Get to know your staff very well - What do you love to do? - Discuss goals extremely powerful - Find their struggles - What are your expectations of me?

15. Care for your staff/build trust Behavior #2 – Be visible Build relationships/trust Use as opportunity to: - Express gratitude - Ask how you can help them …also inspire, challenge, mentor Find out what’s really going on… - More info gained in quick visit than reading hours of email

16. Care for your staff/build trust Behavior #3 – Dignity and respect Always treat all staff with dignity and respect Big test…how do you react to bad news? Never shoot the messenger!

17. Care for your staff/build trust Behavior #4 – Don’t ignore good or poor performance

18. Care for your staff/build trust Behavior #4 – Don’t ignore good or poor performance Set expectations Good performance Give accolades! Praise list Be proactive

19. Care for your staff/build trust Behavior #4 – Don’t ignore good or poor performance Will someone ‘test’ you? Why is it difficult to address poor performance? Addressing ‘poor’ performance: • Is the status quo acceptable? • Seek wise counsel - ask a trusted colleague • This is a very importance conversation • ‘Seek first to understand…’ • Ensure flexibility in your schedule • Carefully assess and take appropriate action - train, transfer, or terminate

20. Behavior #5: Optimism “Perpetual optimism is a force multiplier… a leader’s enthusiasm, hopefulness, and confidence multiply as they radiate outward through the organization…. Cynicism, doubt, and negativity are force shrinkers…leaders who persist in seeing the world negatively are very likely to demoralize, demotivate, and undermine the effectiveness of colleagues.” - The Leadership Secrets of Colin Powell

21. Power of optimism| Sir Ernest Shackleton

22. Power of optimism| Sir Ernest Shackleton

23. Power of optimism| Sir Ernest Shackleton

24. Power of optimism| Sir Ernest Shackleton

25. Power of optimism| Sir Ernest Shackleton “Shackleton believed in optimism, lived it, selected the crew for it, talked about it, and praised crew members when they showed it.

26. Power of optimism| Sir Ernest Shackleton “Shackleton believed in optimism, lived it, selected the crew for it, talked about it, and praised crew members when they showed it. Optimism became the culture so that the men continued to keep their spirits up…”

27. A pessimistic leader causes more harm than an absent leader. A leader needs to: 1. be optimistic 2. fake it 3. take the day off!

28. Acknowledge the challenge…but don’t mire in it.

29. Work-Life Balance

30. Work-Life Balance“Without energy and health, it is often difficult to be optimistic”* *Fundamentals of Naval Leadership Naval Institute Press 1984

31. Work-Life Balance“Without energy and health, it is often difficult to be optimistic”* Be mindful - need time for family and exercise Exercise: Use it as a time to reflect… *Fundamentals of Naval Leadership Naval Institute Press 1984

32. Behavior #6 Continuously learn the art of leadership • My book…coming soon! • Mastering Civility (Porath) • First, Break all the Rules (Buckingham) • The Great Workplace (Burchell) • How to Win Friends and Influence People (Carnegie) • Leadership: The Art of War (Kolenda) • Shackleton’s Way (Morrell and Capparell) • Seven Habits of Highly Effective People (Covey) • Primal Leadership (Goleman) • Good to Great (Collins) • Leadership Secrets of Colin Powell (Harari) • Touchpoints (Conant) • The Leader’s Bookshelf (Stavridis)

33. Questions? To receive my free leadership pearls (monthly), go to: www.BroukerLeadershipSolutions.com …and click (upper right) on blog subscription

34. Questions? To receive my free leadership pearls (monthly), go to: www.BroukerLeadershipSolutions.com …and click (upper right) on blog subscription ________________________________________________ Check out my TED talk at: TEDxChulaVista.com ____________________________________

35. Questions? To receive my free leadership pearls (monthly), go to: www.BroukerLeadershipSolutions.com …and click (upper right) on blog subscription ________________________________________________ Check out my TED talk at: TEDxChulaVista.com ____________________________________ Dr. Mark E. Brouker Pharm D, MBA Captain, United States Navy (Retired) m.e.brouker@gmail.com (360) 301 6351

36. Back up slides

40. “Leaders’ engagement directly influences their employees' engagement…

41. “Leaders’ engagement directly influences their employees' engagement… …and the link between the two is powerful.”

42. Employees 59% more likely to be engaged when supervised by a highly engaged leader… The behaviors (good and bad) of the leader are emulated.

43. The leader owns the culture.

44. Behavior #4 – Don’t ignore good or poor performance One-on-one periodic counseling: Send email about 2 weeks prior to the face-to-face meeting asking the following questions: • What are your long term (5 – 10 year) goals? • What are your short term (1 – 2 year) goals? • What are your strengths? • Where do you have room for improvement?