How to Guide Conversations Toward Extraordinary Results (FT Press Delivers Elements)

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Still needs some polishing, but happy with draft 1. Workshop participants also shared their leadership philosophies with others in the group before being treated to a panel discussion that included executives from Hamilton and nearby Marion counties who told stories and provided insight into the personal values that drive their behavior and actions as leaders, as well as how their organizations use values to positively impact results.

During the extreme cold of the Polar Vortex in January, on the coldest night of the year when the wind chill was degrees, a valve broke on one of the liquefied natural gas tanks that provide gas into our system which, of course, is used to heat homes.

The leadership journey of Abraham Lincoln

And as employees from various divisions gather together to come up with a solution, the values of quality and teamwork were very evident. Each member of the team that night came in during off hours, bringing specific skills to collaborate on a solution that, ultimately, ended with three people climbing to the top of the 80 foot tank in the coldest hour of the coldest day to implement a fix. It was all hands on deck and, in fact, a temporary worker was brought into the conversation because he had an idea for fixing the broken valve based on an observation earlier in the day.

This truly demonstrated the value of teamwork and illustrates the great lengths our employees went to in order to ensure customers had gas to heat their homes.


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I know it sounds hokey, but we really took it to heart. This means making our clients better, making each other better, making life better for our families, making the technical field better and, finally, making our community better. We live these values out every day through our client training sessions, mentoring, wellness initiatives, technical community involvement and events, and our community involvement plan. A concrete example is our Pay It Forward Month. We provide a small stipend for each employee and ask them to help others in the community in some small, but meaningful way.

Involvement in our community has become ingrained in who we are. I see our people taking it to heart and going above and beyond. Leaders left the session energized about their personal leadership, and eager to help others explore their own personal values and help them make the link to their organizational values. Lisa Wissman of Community Health put it this way:.

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I have applied what I learned, shared examples from the panel and networked with two new individuals who are assisting me with helping a young engineer build a professional network for his job search. I truly hit the jackpot! Thank you for creating the opportunity. This most recent Values-Driven Leadership Workshop again confirmed the importance of the contribution that HCLA makes to the community by helping leaders further their development. Hearing stories from panel members, having the space and time to reflect on their own values, and getting an unexpected opportunity to reflect on their leadership philosophies, HCLA participants and alumnae are in an even better position to make a positive impact on the communities in which they live and work.

The Gift of Leadership program, begun in , is not just an annual workshop. It is a cause. Our Gift of Leadership program was held in March, and for two full days ILA and our other collaborative partners hosted a dynamic group of managers and directors from such Greater Cincinnati area nonprofits as The Council on Aging, Girl Scouts, St. Vincent de Paul, and the Cincinnati Youth Collaborative, among others. The venue was once again provided by our partner, Camp Joy, a nonprofit organization devoted to experiential learning for over 75 years. They generously provided scholarships for the program, and are deeply committed to providing more nonprofit members with ongoing, high - quality leadership development opportunities, such as The Leadership Challenge.

Collectively, we have been working on a vision of making the Cincinnati community better by building up our nonprofit leadership.

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We have developed a plan and are already in the process of rolling out a strategy to seek ongoing funding from businesses and other donors, to make the gift of The Leadership Challenge the foundation of leadership for area nonprofits. Certified Master Facilitator Valarie Willis is also part of this endeavor. She offers The Leadership Challenge for additional members of this nonprofit community, and has played an important role in developing the strategy for keeping the Gift of Leadership moving forward in Cincinnati.

New friendships were made and participants have begun sharing best practices—already raising their leadership capacity to better serve people in need throughout the Greater Cincinnati community.

As one Gift of Leadership participant wrote:. I have made some commitments to myself that I intend to accomplish in the next 30 days that will benefit me and the organization. Thanks again for thinking of me for this opportunity. Every day, people working with human services agencies must confront circumstances which seem virtually impossible, and often deeply heart wrenching. Their work is hard and tireless, yet their passion and commitment remains unswerving.

Immediate Action = Extraordinary Results

It is a privilege to be able to contribute to their efforts in some small way. We thank them for their devotion to their work and for accepting the challenge to become better leaders for their organizations and the people they serve. For 25 years, Steve has taught, coached, and consulted with executives and all levels of managers around the world in leadership development, team development, personal growth, change, and business strategy.


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Can you share your thoughts on why that is and some examples that illustrate the value of telling stories? Through stories, leaders pass on lessons about shared values and the norms about how people should work together. In a business climate obsessed with PowerPoint presentations, complex graphs and charts, and lengthy reports, storytelling may seem to some like a soft way of getting hard stuff done. Research shows that telling more positive stories than negative stories enables individuals, groups, and organizations to recover more quickly from adversity and trauma. In fact, research indicates that when leaders want to communicate standards, stories are a much more effective means of communication than are corporate policy statements, data about performance, and even a story plus the data.

His dad was a great storyteller, and he used stories especially effectively to teach lessons. Phillip has carried the family tradition into his business life at Goodyear. When Phillip was named to head up a large team with previously poor engagement scores for communication, he needed to find a way to be more proactive about connecting with employees. He carried the practice with him when he was appointed president of Wingfoot Commercial Tire Systems, a 2,person wholly owned subsidiary of Goodyear. Storytelling, Phillip says, accomplishes two things. It offers a framework for relating to the message—something that people encounter in their own lives that can bridge to the main point.

It also offers him the chance to lead through an example rather than to come across simply as preaching.

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Telling stories forces you to pay close attention to what your constituents are doing. Peers generally make better role models for what to do at work than famous people or ones several levels up in the hierarchy. When others hear or read a story about someone with whom they can identify, they are much more likely to see themselves doing the same thing. People seldom tire of hearing stories about themselves and the people they know. These stories get repeated, and the lessons of the stories get spread far and wide.

Storytelling is how people pass along lessons from generation to generation, culture to culture. Together with Barry Posner, he is author of The Leadership Challenge —now in its fifth edition—and over a thirty other books and workbooks on leadership and leadership development. Using a proven, evidence-based approach to leadership—in the form of The Leadership Challenge—Presence Health is inspiring its nursing leaders to strengthen partnerships, value contributions, and create innovative solutions that are transforming the culture of the entire organization.

What began in with the merger of two single ministries, Provena Health and Resurrection Health Care, is now a fully integrated health system consisting of five congregations:. Collectively, these congregations represent a unified passion, capturing the essence of the Presence Health name: to be present with others. And it was through this desire for unified connection that Presence Saint Joseph Medical Center wanted to ignite change within its nursing staff. Presence Saint Joseph had a historical baseline turnover of To achieve this, Jackie began working with her team to create a new leadership initiative: Every Nurse a Leader , a program that would establish a new philosophy and mindset for emerging nurse leaders at the point of care and fundamentally transform the culture long-term.

They started by looking for the root cause of the high turnover rate among RNs. What they found was a lack of structure—a framework that could provide guidance for new graduate nurses and help them understand more clearly what it would take to be successful in their work. They also emphasized developing inter-organizational relationships and holistic teams to focus on the common mission of patient care. At the heart of the Every Nurse a Leader program is a two-year Transition into Practice residency, set up in stages to allow everyone to grow and become a leader within the organization.

Focusing on clinical, technical, interpersonal, and leadership skills, each participant is involved in a series of projects and roles throughout their residency. The first LPI is administered during their orientation period, after their cohort begins. A follow-up assessment is completed at the end of the first year of practice and, again, at the end of the second year—and beyond.

Residents in the program Model the Way with hands-on clinical training in a Simulation Lab where they receive real-time feedback on their clinical and critical thinking skills as well as a full debrief to help analyze and reflect on their performance. Taking the challenge one step further, each cohort spends a full day at an outdoor teamwork facility where they learn how to take risks, to overcome fears, and to trust each other as they work as a unified team. Jackie and her team at Presence Saint Joseph have found that Enabling Others to Act through these collaborations creates a supportive infrastructure that encourages key stakeholders to make a meaningful investment in the process and strengthens engagement and shared decision-making.

More experienced Nurse Managers actively participate in interviewing, onboarding, and providing transitional support during the residency period for new RNs. In addition, interdisciplinary partners, including the nursing leadership team and executives, are involved in the Transition into Practice Program through cohort educational sessions. Presence Saint Joseph has seen an increased commitment to goals and those involved in the program have also reported an increased capacity to attain goals.

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