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Leading With Empowerment

Leading With Empowerment

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Leading With Empowerment

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  1. Leading With Empowerment GLACP Oct. 26, 2013 Rhonna McConnell, MA, CCLS II, CLFE Cancer Blood Diseases Institute Patricia Boettcher-Prior, MA, CCLS III, PC Emergency Department Cincinnati Children’s Hospital Medical Center

  2. Are you a leader? • Motivational Video

  3. Objectives • Participants will identify key elements of empowerment • Participants will learn how to incorporate key elements of empowerment into practice • Participants will recognize personal leadership qualities • Participants will discover how shared governance principles can enhance collaborative work

  4. Definitions of Empowerment? • To give power to (Mirriam Webster) • Make more confident or assertive: to give somebody a greater sense of confidence or self-esteem (Bing dictionary) • Empowerment refers to increasing the spiritual, political, social, educational, gender, or economic strength of individuals and communities. (Wikepedia)

  5. What is Empowerment? • It is a state of mind, occurs over time, it is a process • The ability to access and mobilize support, information, resources, and opportunities • Career and leadership development are key components • Includes the development of a positive self-esteem and recognition of the worth of self and others

  6. Key Elements • Challenging the process • Inspire a shared vision • Enable others to act • Modeling • Encouraging

  7. Video Clip We Are Marshall “Rise From These Ashes”

  8. Case Study Forums Strategic Planning Implementation into strategic plan Leaders brought forth from forums • Utilized information from a survey to identify topics • Top four topics brought to forums • Ideas brought forward on post its • Group discussion • Facilitated by staff for staff

  9. What does empowerment look like in your practice?

  10. Leadership Definition • Shared leadership is empowering employees to act autonomously, be decisive at the point-of-service, and create a shared vision aligned with organizational goals

  11. Foundational Components • Develop or refine new behaviors and skills • Empowerment • Facilitation • Negotiation • Systems thinking • Accountability

  12. Identification of Qualities • What do these behaviors and skills look like in your practice?

  13. Case Study • Remove obstacles so others can succeed • See greatness in people and empower them to achieve • Use processes/tools to enable others • Compassionate presence • How do you show up?

  14. What is Shared Governance? • Shared Governance is not a thing but a dynamic centered on four critical principles of fully empowered organizations: • Partnership • Accountability • Equity • Ownership

  15. Cincinnati Children’s Hospital Medical Center Shared Governance 2013

  16. Patient & Family Point of Care (Unit/Clinic) Decision Making Cluster Decision Making Example Inpatient Critical Care Social Work Respiratory Therapy OT/PT/TR Child Life Integrative Care Auditory Register Nurse Speech Adv; Practical Nurse Register Dietician Profession Decision Making Physician Pharmacy Family Rep Mgmt Patient Care Governance Council Interprofessional Decision Making

  17. Strategic Plan Goals Shared Leadership Management Leadership ClinicalLeadership • Responsibility: • Resource Allocation • Human • Fiscal • Material • System linkage • Performance • Evaluation • Development • Strategic goal setting Accountability: • Professional Education • Education of Profession • Professional Practice • Practice • Peer Review • Professional Inquiry • Research TRUST Shared Decision-Making

  18. Innovation and change is driven from the point-of-service not from the top of any system. There is no sustainable accountability without ownership Timothy Porter O’Grady, Aug, 2012, Presentation to Cincinnati Children’s Hospital Medical Center, Cincinnati, Ohio

  19. What shared governance is not? “ Shared governance is not democracy. It is an accountability- based approach to structure in which there is a clear expectation that all members of a system participate in its work.” Timothy Porter O’ Grady Interdisciplinary Shared Governance: Integrating Practice, Transforming Health Care

  20. Partnership • Between professions and care areas • Complex care and the continuum of care required by patient’s cannot be done without multiple links between providers at all points in the system.

  21. Accountability • The willingness to invest in decision making • Express a sense of ownership • Willingness to evaluate and be evaluated by established performance criteria. Every professional needs to know how to give and receive feedback in a professional manner.

  22. Equity • “…integration of roles to achieve outcomes” • Each profession comes to the table with their scope of practice and role in the health care team. • “Equity is not equality. Equity is the willingness to achieve a common goal through collaboration and unified effort.”

  23. Ownership • The success of any organization is directly linked to how employees do their daily jobs. • “Ownership becomes both individual and team ownership because optimal outcomes cannot be achieved without integrated team effort.

  24. Case Study: Two Divisions and Five Disciplines • Certified Child Life Specialist • Music Therapist • Teachers • Child Life Assistant • Integrative Care • Licensed Massage Therapy • Holistic Health Specialist • Two Shared Governance Systems • Merged over 2 years

  25. Integrative Care Practice Council Clinical Assistant Practice Council Child Life Practice Council Creative Arts Therapy Practice Council Coordinating Council Teacher Practice Council Education Council Professional Inquiry Council

  26. What does the research say? • Employee empowerment and engagement are key facets to quality of care and positive patient outcomes. (Sanchez & Cralle, 2012) • Membership on a collaborative governance committee increased staff sense of empowerment and fostered self-growth and organizational development. (Erickson et all, 2003)

  27. What does the research say? • Employees who are empowered are more committed to the organization, more accountable for their work, and better able to fulfill job demands in an effective manner. (Larkin et al, 2008) • The health care system of the future will only benefit from a high-level thinker and leader at the point-of-service. (George et al, 2002)

  28. Tools for Success • Dialogue • Learn • Find your champions • Recognize others • Read • Build trust • Practice • Know what your division/institutional goals are and how you fit into them • Become involved • Start with empathy • Role model • Encourage others

  29. What will you do?

  30. Suggested Reading Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney Lee Cockerell Drive: The Surprising Truth About What Motivates Us Daniel H. Pink Interdisciplinary Shared Governance, Integrating Practice, Transforming Health Care Tim Porter-O’Grady Now, Discover Your Strengths Marcus Buckingham & Donald O. Clifton The 21 Irrefutable Laws of Leadership John Maxwell The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations Barry Posner The Speed of Trust: The One Thing That Changes Everything Stephen Covey

  31. References Batson, Vicki. (2004). Shared governance in an integrated health care network. AORN Journal, Volume 80 (3), 493-514. Buckingham, Marcus & Clifton, Donald O. (2001) Now, Discover Your Strengths. New York: Free Press, a Division of Simon & Schuster, Inc. Covey, Stephen M.R. (2006). The Speed of Trust: The One Thing That Changes Everything. New York: Free Press, a Division of Simon & Schuster, Inc. Empowerment. (n.d.). In Wikipedia online. Retrieved from Erickson, Jeanette Ives. (2003). The Value of Collaborative Governance/Staff Empowerment. JONA, Volume 33 (2), 96-104. George, Vicki et al. (2002). Developing Staff Nurse Share Leadership Behavior in Professional Nursing Practice. Nursing Administration Quarterly, 44-59. LaSala, Cynthia Ann & Bjarnason, Dana. (2010). Creating Workplace Environments that Support Moral Courage. Online Journal of Issues in Nursing, Volume 15 (3). doi: 10.3912/OJIN.Vol15No03Man04

  32. References Larkin, Mary E. et al. Empowerment Theory in Action: The Wisdom of Collaborative Governance. Online Journal is Issues in Nursing, 2008, Vol 13 (2). Retrieved from Pink, Daniel H. (2009). Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books. Porter-O’Grady, Tim. (2009). Interdisciplinary Shared Governance, Integrating Practice, Transforming Health Care. Sudbury, Massachusetts: Jones and Bartlett Publishers. Porter-O’Grady, Tim. (2001). Is Shared Governance Still Relevent? JONA, Volume 31(10), 468-473. Porter-O’Grady, Tim. (2003). Researching Shared Governance: A Futility of Focus. JONA, Volume 3 (4), 251-252. Potterfield, Thomas. (1999). The Business of Employee Empowerment: Democracy and Idealogy in the Workplace. Westport, CT: Quorum Books. Rodwell, Christine M. (1996). An analysis of the concept of empowerment. Journal of Advanced Nursing, Volume 23, 305-313. Sanchez, Lynda and Cralle, Laura. (2012). Attaining Employee Empowerment. Nurse Leader, 38-40.

  33. Questions?