2016 Exchange Day Mastermind Topics
|2016 LEADS Day l Agenda l Summary l Speakers l Committee l Photo Gallery l Exchange Day Home|
Mastermind Groups: Bringing LEADS to life
In small groups, participants gathered around seven different topics. The purpose of these informal, interactive sessions was for participants to share thoughts, ideas and learnings as the lead for each discussion brought forward an idea, tool, topic or question. What follows is the sharing of these tools and a very brief summary of what was shared in the larger group. These do not capture the richness of the small group discussions, but provide a glimpse into the what was important for those in the room. Links to tools are provided where available.
Mastermind # 1: Integrating LEADS into People Management Strategies
Mastermind # 2: Leveraging the Power of LEADS in the Public Sector
At this point, all levels of government have realized that transformation is an imperative, in order to remain relevant, sustainable and successful in the VUCA (Volatile, Ambiguous, Complex and Uncertain) world. In other words, the public sector must modernize how it performs its core business: public policy, governance and service delivery. This also applies to the para-public sector, including health care.
This massive transformation means more people will have to provide better leadership across the system. Consequently, governments are trying to significantly upgrade and integrate their leadership talent management infrastructures, and are looking for proven models to anchor their efforts.
LEADS is well established on the national and international scenes, and many levels of government would be happy to embrace this ready-made, robust, sound framework if they knew about it. Its origins in the para-public sector, as well as professional products and services such as coaching, consulting and training, make it even more attractive.
The session focused on brainstorming a variety of options to inform the public sector of LEADS through a wide range of strategies.
Françoise Morissette, Principal, Talent to Mastery Corporation; Faculty and Fellow
Queen’s University’s IRC
Remaining fit for purpose means in the VUCA world means extensive systems transformation, innovation and culture shifting. LEADS can provide a common language, not only in leadership development, but in change, culture and organizational transformation.
Participants discussed a variety of drivers to match LEADS as an ideal solution for the main challenges currently facing the public sector.
Transformation is primarily fueled by external drivers: changing citizen expectations, especially from the millenials; rapidly evolving technology, specifically the need for just in time analytics; competitiveness, especially the need for pervasive and ongoing innovation.
Currently, most governments are realizing that their structure, culture and processes are hindering their ability to perform to current standards with regards to agility, responsiveness, innovation, engagement, decision making, problem solving etc. Avoiding increasing irrelevance means:
Enhancing Distributed Leadership
Transformation requires more and better leadership, from every stakeholder as well as from the organization. In other words: extensive and powerful leadership capacity from the workforce (organization of leaders), as well as the workplace (leading organization).
LEADS was designed according to a distributed leadership premise: all leaders, regardless of their position, are expected to lead. How they put this into practice depends on context. Currently most public sector leadership development efforts focus on designated leaders: supervisors, managers and executives for whom leadership is an integral part of their job description.
Although this target group is worthy of attention, large scale transformation is impossible without leveraging distributed leaders. The public sector will have to adopt a distributed leadership model, and put in place the infrastructures to implement and sustain it. LEADS is uniquely positioned to be the framework of choice, as it has proven its effectiveness as a distributed leadership model in the para-public sector, nationally and internationally.
Growing Change Capacity and Resilience
Transformation inevitably generates a high volume of change. This means improving organizational and individual capacity to lead change (strategic aspect) and adapt to change (transition aspect).
It is about influencing and growing change competence and confidence at the individual and organizational levels. For instance, working with others to develop a change process, and enabling people to work through transition with minimum trauma. The LEADS framework was designed to transform the health care system. Therefore, it’s ideal as a change and transformation blueprint.
Integrating and Aligning Talent Management Systems
In the past, talent management systems were constructed around technical expertise: from talent acquisition, to onboarding, development, deployment, promotion, retention, performance management, termination… technical expertise was the core.
Today, organizations have realized that technical expertise is only one component of the successful employee profile. The popular T Shaped model captures this new paradigm: employees need ‘portable’ skills that apply to everyone, regardless of expertise. These skills typically include clusters like: interpersonal, leadership, cognitive, creative and communication skills.
Mastermind Session #3: The Business Case for LEADS
We know that it is their people that allow organizations to move forward, to achieve their goals and where new ideas and innovations come from. And investing in leadership development is one way to be deliberate about this. How do we help organizations build the Business Case for leadership development? What is essential in these cases, what lands for those who need to make budget decisions and what has worked for others?
Brenda Lammi, Director
Brenda Lammi led the mastermind discussions on the topic: Building the Business Care for LEADS and leadership development with the senior leadership team. The group discussed a variety of strategic points that a business case can highlight. These are summarized below.
Link to Strategic Plan and Goals
Tune into the strategic plan and performance goals and link the leadership development strategy directly to these. Make the link with the specific domains and capabilities and highlight what difference it could make if leaders were better at these capabilities.
Link to Accreditation Process
The LEADS capabilities have been integrated into the leadership standards outlined by Accreditation Canada. Framing the adoption of LEADS with the opportunity to achieve exemplary status in this area of accreditation might appeal to senior leadership.
Link to Cost
Research has shown that disengagement leads to increased cost and higher staff turnover. Emphasis on leadership development with a focus on engaging others, fostering the development of others, building teams, creating a health environment and increasing trust will increase engagement. When LEADS is integrated across a talent management strategy, it links recruitment efforts with retention efforts and succession planning and facilitates discussions across all programs. By integrating LEADS into job descriptions, feedback and performance conversations and development plans for succession planning across the organization, efforts are streamlined and integrated.
It builds on the work already done in the organization
Adopting the LEADS framework does not mean that the organization has to start over. In fact, it provides the opportunity to tie all of the work that has already been done into one strategy that provides a common language and links efforts. It complements and builds on the work that has already been carried out.
Point out others who have adopted LEADS
The healthcare environment is careful about its investments and organizations often want to know what others are doing and what has worked. LEADS Canada has information on how organizations have used LEADS. There is an uptake trend across the country. Not having a leadership development strategy could be a competitive disadvantage.
Address Senior Leadership Questions
Senior leadership teams want to understand what is in it for them as they make leadership (or any other) investment decisions. Your business case must address the following questions:
It is important to understand what is important to senior leadership in your organization and how decisions are made as well as influences on that decision-making process. Align your business case with what is important to them. Build relationships and ask them about their needs. Demonstrate the return on investment in areas that matter to them and build in an evaluation process that does exactly that.
Mastermind Session #4: Building Leadership Capacity Together
Canada’s healthcare leaders are experiencing unprecedented change. With heightened use of distributed/collective/shared leadership models arising across this country to deliver care and service, leadership now “sits in every chair”. Nurses, physicians, pharmacists and the many other groups who comprise the health workforce need to develop new skills and knowledge to carry out the health reform initiatives, such as Triple AIM, required of them. As a patient and family-centred system, how can we build our health leaders for tomorrow and ensure leadership development is part of transformative efforts by provincial, territorial and federal ministries of health?
Kelly Grimes, Executive Director
Kelly Grimes led the mastermind discussions this topic and participants discussed a variety of topics that are summarized below:
Even though healthcare reform take place in each of the 14 health systems across Canada, four common elements of reform were identified:
Mastermind Session #5: Supporting LEADS Development in Practice
LEADS Canada wants to make sure that you have the tools and feel supported in integrating LEADS into your organization. We want to know what service delivery and/or tools are most important to you as we think about how and what we offer. In this listening session we want to know what matters to you. What would you like to see and if you could dream up a service that would help you do exactly what you need, what would it be? Whether you are just starting to thinking about bringing LEADS into your organization or whether you are taking LEADS to the next level, we are interested in your needs, wishes and dreams. This will help us evaluate our services and helps us co-create what you are looking for.
Ellen Melis, LEADS Certified Coach and Facilitator
LEADS Canada Advisor, President, Unlimited Potential, Doctoral Student Leadership and Change, Antioch University
Participants discussed several areas of needs for LEADS support. A summary of needs is outlined below. The LEADS Community for Practiceis meant so serve many of these needs:
Mastermind Session #6: Bringing LEADS to Healthcare Boards
Dale Schierbeck, CTDP. Vice-President, Learning and Development
Mastermind Session #7: New to LEADS – where to I start?