Washington State Healthcare Executives Forum
New Year 2015
by Andrea Turner, MHA, FACHE
ACHE NEWSLETTER President’s Message
ACHE Colleagues – This message may find you days into a New Year’s Resolution you have already given up on or you are feeling reenergized from a much needed break. Either way, I hope you take the time to plan out your personal and professional goals for 2015 and I hope ACHE/ Washington State Healthcare Executives Forum (WSHEF) is part of that plan.
As your local chapter, WSHEF has been hard at work making your experience meaningful and relevant. In 2014, we hosted ‘Meet & Mingle’ Network sessions throughout the state; Advancement Information Sessions, participated in the Healthcare Futures Conference, provided local education through the ACHE Cluster in Seattle; and hosted programs on Women in Leadership and Diversity. In 2015, our goal is to have more ACHE Face-to-Face Credit events available in our local market as well as to continue our ‘Meet & Mingle’ programs throughout the state. We are also hosting a study group for the Board of Governors exam that will meet in Seattle but have telephone/web connectivity for members at other sites.
I hope you make the time to attend one of our events in 2015. If you are interested in Chapter leadership activities as a committee member or other board role, we’d love to have you join us! Other opportunities include serving as a chapter ambassador in your organization; serving as host for a ‘Meet & Mingle’; or serving as a panel speaker or moderator.
As healthcare leaders, we model healthy lifestyles for our team members, families, and communities. Here in Army Medicine we focus on the Performance Triad: Activity, Nutrition, Sleep. I hope in your 2015 “A Better Me” plan you have at least one health-related goal. In my office, we like to do the “Workweek Hustle” challenge on FitBit… a positive outcome is that folks are more likely to go speak to someone in person versus relying on email or the phone. Anything to add a few steps.
Best wishes for a productive and healthy 2015 and I look forward to meeting you at a future event.
Serving to Heal, Honored to Serve.
Andrea Turner, FACHE
WSHEF President 2014-2015
DEVELOPMENT AND CAREER
Your Career & Development - JOB BANKS
If you are a member of ACHE you have access to a robust, national job bank. It can be found at:
ACHE Job Bank
We are pleased to provide a link to the WA Healthcare News Job Bank. This is an excellent source of information about positions in our local geographic area. The available position list has also been extended recently to contain some positions in other parts of the country.
WA Healthcare News Job Bank
ACHE: Become Board Certified in Healthcare Management
Ready to Advance to Fellow?
Why Board Certification - You want to go to board certified physicians for your care, so why not go to an organization with board certified healthcare executives. Earning the distinction of board certification as a Fellow of the American College of Healthcare Executives demonstrates your competence, dedication and commitment to lifelong learning. Visit ache.org/FACHE to learn more about Fellow requirements and apply online.
Advancement Information Session - Do you want to learn more about the value of board certification and the steps to completion? Then come to the Advancement Information Session sponsored by the Washington State Healthcare Executives Forum. There are two ways to participate. In-person or at your desk through a webinar. These sessions will be held twice annually. Our last session was on December 9, 2014. For more information about future information sessions you can contact Steve Saxe at email@example.com or Mark Shellmyer at firstname.lastname@example.org.
Exam Fee Waiver - Ready to sign up for the exam? Submit your completed Fellow application along with the $250 application fee by June 30 and the $200 fee to take the Board of Governors Examination in Healthcare Management will be waived pending approval of your application. All follow-up materials (such as references) must be submitted by August 31 for the waiver to be valid.
Study Group - So you have decided to take the exam and have started to prepare. ACHE has helpful resources online and provides a preparation course. But how about joining a study group of fellow WSHEF members to help the preparation and motivation. Jacqui Sinatra will be coordinating a study group of other members working to prepare for the exam. You may contact Jacqui directly at email@example.com or 206-988-5755.
UW Executive MHA and Medical Management Programs
UW Executive MHA and Medical Management Programs
For your professional development!
The University of Washingtonâ€™s Graduate Programs in Health Services Administration offers healthcare professionals two options for increasing their management and leadership skills: the Executive Master of Health Administration Program (MHA), and the Certificate Program in Medical Management (CPMM).
Both programs are designed for those who want to meet the need for skilled leaders in the ever-changing healthcare delivery system. Physicians, nurses, other experienced clinical practitioners, and health service managers enter these programs to become more effective leaders and meet the increasingly challenging expectations of the patients and families, stakeholders, and communities they serve.
The Executive MHA Program has a 24-month format that combines three-day intensive on-site meetings with teleconferencing, independent assignments and team projects. Applications for admission have an annual deadline of April 30. For details, visit: http://www.uwexecutivemha.org.
For details on the Medical Management Program, visit: http://www.pce.uw.edu/certificates/medical-management.html
To ask questions about either program, contact Maggie Helsel, the program coordinator, at firstname.lastname@example.org or 206-616-2947.
CHAPTER AND RESOURCES
2014-2015 Officers and Board Members
- Andrea Zavos Turner, MHS, FACHE, President
- Karin Larson-Pollock, MD, MBA, FACHE, President-Elect
- Kimbra Wells Metz, MHA, FACHE, immediate Past President
- Lori Nomura, JD, Secretary
- Jim Cannon, MHA, FACHE, Treasurer
WSHEF Board Members:
- Scott Bond
- Bill Reid, FACHE
- Sandra Slater-Duncan, FACHE
- Carol N. Velasquez, FACHE
- Gregg Davidson, FACHE
- Mark Shellmyer, FACHE
- Steven Saxe, FACHE
- Jacqui Sinatra
ACHE Regent (District 5)
STUDENT AFFILIATE Board Members
University of Washington
- Chelsea Steinborn, MHA Candidate
Term ends April 2015
Washington State University
- Nick Malos, MHPA Candidate
Term ends April 2015
Get Involved! WSHEF Board and Committees
WSHEF needs your help and expertise!
We want you to get the most out of being a member of our organization – how can you get involved?
Attend educational sessions and bring a colleague; promote ACHE and WSHEF membership in your organization.
Provide a venue for an event.
Volunteer and join a committee; suggest programming ideas.
Together we can develop relationships with other healthcare professionals, enhance our educational offerings, and address critical healthcare issues on local, state, and national levels.
WSHEF Committees and Chairs:
Program Committee: Jacqui Sintara, Chair
Communications Committee: Lori Nomura, Chair
Membership and Advancement Committee: Steve Saxe and Mark Shellmyer, Co-Chairs
Diversity Committee: Gregg Davidson and Lori Nomura, Co-Chairs
For more information on the WSHEF committees and contact information, see the WSHEF Website.
WSHEF - MEMBERSHIP
Effective January 1, 2008, all ACHE members located within the chapter's assigned geographic territory are automatically members of the chapter as a benefit of being an ACHE member. Only ACHE members are eligible to hold membership in the chapter.
If you are not a current ACHE member, we encourage you to join by visiting the ACHE website. Nonmembers are welcome to attend chapter events. If you would like to be added to the chapter's nonmember mailing list to be notified of future programs and events, please send an email to email@example.com.
WSHEF Vision & Values
To be the premier professional society connecting leaders in Washington State to learn, share, and transform health care.
To advance Washington state ACHE members' healthcare professional excellence through interaction and communication and fostering professional development.
As members of our Chapter, we are committed to:
We advocate and emulate high ethical conduct in all we do.
We recognize lifelong learning is essential to our ability to innovate and continually improve ourselves, our organizations and our profession.
We lead through example and mentoring, and recognize caring must be a
cornerstone of our professional interactions.
We advocate inclusion and embrace the differences of those with whom we work
and the communities we serve.
We recognize service to our communities is an integral part of who we are as
We take initiative to build partnerships in advancing professional
development within and outside of our healthcare community.
ACHE Tuition Waiver Assistance Program
Apply for a Tuition Waiver
To reduce the barriers to ACHE educational programming for ACHE members experiencing economic hardship, ACHE has established the Tuition Waiver Assistance Program.
ACHE makes available a limited number of tuition waivers to ACHE Members and Fellows whose organizations lack the resources to fund their tuition for education programs. Members and Fellows in career transition are also encouraged to apply. Tuition waivers are based on financial need and are available for the following ACHE education programs:
- Congress on Healthcare Leadership
- Cluster Seminars
- Self-Study Programs
- Online Education Programs
- Online Tutorial (Board of Governors Exam preparation)
- ACHE Board of Governors Exam Review Course
All requests are due no less than eight weeks before the program date, except for ACHE self-study courses; see quarterly application deadlines on the FAQ page of the tuition waiver application. Incomplete applications and applications received after the deadline will not be considered. Recipients will be notified of the waiver review panel's decision not less than six weeks before the program date. For ACHE self-study courses, applicants will be notified three weeks after the quarterly application deadline.
If you have questions about the program, please contact Teri Somrak, associate director, Division of Professional Development, at (312) 424-9354 or firstname.lastname@example.org. For more information, visit ache.org/TuitionWaiver.
DELIVERY of WSHEF Newsletter (Disclaimer)
Ensure delivery of Chapter E-newsletter (Disclaimer)
To ensure delivery of your chapter newsletter, please add email@example.com to your email address book or Safe Sender List. If you are still having problems receiving our communications, see our white-listing page for more details:
WSHEF Fellow Spotlight: Anna Reach
Anna Reach is a recent American College of Healthcare Executives (ACHE) Fellow and current Director of Strategy and Business Development for Providence Health Care. Anna grew up in Colorado, but made the move to Washington to attend Washington State University (WSU) in Pullman studying Business and Political Science. Her family has a long history with WSU as her parents met on a blind date at the Apple Cup.
In 2009, Anna made the transition to the healthcare industry after she graduated with a Masters in Health Policy and Administration from WSU in Spokane. While there, Anna learned about the importance of ACHE and their professional development opportunities.
Before becoming the Director of Strategy and Business Development in 2013, Anna was first a Project Manager and then a Strategy Consultant for Providence Health Care. She has been an asset in the development of the joint Accountable Care Organization (ACO) between Providence Health Care and Group Health Cooperative, recently named CareUnity. She also currently serves as the Co-Director in tandem with a Group Health partner to help drive business development and growth opportunities for CareUnity.
In 2012, Group Health Cooperative and Providence Health Care came together to launch CareUnity, an integrated care delivery system that functions as an accountable care organization (ACO) and draws upon the best of what each parent system has to offer. CareUnity brings together more than 600 providers from Group Health Physicians, Providence Medical Group, and Columbia Medical Associates to work together in innovative ways to deliver care in the best interests of the community. CareUnity is developing new payment models and risk arrangements to achieve their goals of enhanced patient health and improved patient care experience while striving to reduce the overall cost of care. Through rigorous population health management, agreed-upon preventive care practices, and consistent, evidence-based treatments, much of the fragmentation, variation, and unnecessary care that drive costs up are eliminated.
Anna also played a major part in the development and approval of Providence Sacred Heart Children's Level IV Nursery proposal submitted earlier in her career. Overall, Eastern Washington is blessed to have such an outstanding individual working to bring down barriers to care and make Eastern Washington healthier.
Written by Nick Malos and Valerie Kurbis Washington State University - Spokane Master of Health Policy and Administration 2015 Candidates
Reflecting and Serving our Increasingly Diverse Communities
Washington State Hospital Association Annual Meeting
October 16, 2014
Anthony A. Armada, FACHE
Chief Executive Officer
Swedish Health Services
Senior Vice President
Providence Health and Services
WSHEF proudly supported the Washington State Hospital Association's (WSHA) annual meeting session entitled Reflecting and Serving our Increasingly Diverse Communities by ACHE Fellow, Tony Armada. Mr. Armada joined Swedish Health System in 2013 as its Chief Executive Officer. Mr. Armada brings to health care leadership in Washington State a vast resource on the topics of diversity and inclusion. Before joining Swedish, Mr. Armada was President for Advocate Lutheran General Hospital in Illinois and President and CEO for Henry Ford Hospital in Detroit. Mr. Armada has served as Regent-at-Large for District 3 of the American College of Healthcare Executives, is a member of the American Hospital Association’s Equity of Care Committee and also served as Chairman of the Institute for Diversity in Healthcare Management.
Mr. Armada’s presentation focused the audience of hospital executives and board members on the diversity of our communities, organizations’ understanding of diversity and inclusion and the impact on quality of and access to care. By 2050, about half of the Unites States population will reflect diverse individuals and a lack of cultural competence may impact clinical outcomes. Some examples cited by Mr. Armada included:
• A mistake made in diagnosing the patient’s condition due to a communication barrier;
• Lack of knowledge about traditional remedies leading to a harmful drug interaction;
• A patient not adhering to medical advice because the patient didn’t trust the provider.
Based on Mr. Armada’s survey of the audience, 70% or more of the organizations present had a strong commitment to diversity and engaged in efforts to foster diversity competence and understanding. This commitment to diversity and inclusion will help address the disparities in quality of and access to care by underserved communities. Mr. Armada also provided the audience with ideas about using diversity data to address issues of disparities and the following resources improve organizations’ diversity and inclusion efforts:
• Institute for Diversity in Healthcare Management (sponsored by AHA and ACHE);
• Equity of Care – Call to Action;
• Thomas C. Dolan Executive Diversity Program (ACHE program); and
• Diversity Inc.
WSHEF is excited and proud to have such an exceptional leader in our State with a commitment to integrating inclusion and cultural competence into our healthcare system. For more information about WSHEF’s commitment to diversity or to get involved in diversity initiatives, contact Gregg Davidson or Lori Nomura, WSHEF diversity committee co-chairs.
By Lori Nomura, WSHEF Board Secretary, Member of Foster Pepper PLLC
Message from Your ACHE Regent - Fall 2014
ACHE Chapters Leaders Conference – was held in Chicago on September 28 – 30.
ACHE Breakfast - The Washington State Hospital Association (WSHA) held its 82nd Annual Meeting on October 15 & 16, 2014 at the Bell Harbor International Conference Center, Seattle, WA. The ACHE Breakfast which is scheduled as part of the WSHA annual meeting was held Thursday, October 16. Christine M. Candio, RN, FACHE is the Chairman of ACHE and is chief executive officer, Inova Alexandria Hospital, and senior vice president, Inova Health System in Falls Church, VA. Christine was the keynote speaker presenting “For the Love of Healthcare Leadership.” Christine’s presentation was very inspiring as she shared her own experiences and provided us leadership guidance considering the challenges before us as healthcare leaders.
Thank you to all those who participated in the ACHE Breakfast. The event was well attended and provided great networking opportunities.
Awards & Recognitions - At the ACHE Breakfast several awards and recognitions were presented including: Regent’s Award presented to Kimbra C. Wells-Metz, FACHE, immediate past Board President for the Washington State Healthcare Executives Forum (WSHEF) recognizing her diligence, passion and dedication to ACHE and her outstanding service as Board President for the WSHEF.
Andrea Zavos Turner, FACHE, President, WSHEF presented our Chapter Service Awards to: Gregg A. Davidson, FACHE, James J. Sapienza, FACHE, Martin F. Benning, FACHE and Marcel C. Loh, FACHE.
Please join me on congratulating Kimbra, Gregg, Jim, Martin and Marcel!
Meet & Mingle – On October 1, 2014, the WSHEF held a networking event in Seattle. The event was very successful with over 30 participants from a wide variety of healthcare backgrounds. Please check our Chapter web page at http://wshef.ache.org/ for upcoming Meet & Mingle events.
Upcoming Events …
Higher Education Network (HEN) Visits – Each year HEN visits in Washington State include:
Eastern Washington University, Health Services Administration, Spokane, WA
Program Director: Mary Ann Keogh Hoss, PhD, FACHE
Washington State University – Spokane, Health Services Administration Program Spokane, WA
Program Director: Joseph S. Coyne, DrPH, Faculty Advisor: Adrianne M. Lara
University of Washington – Seattle, Health Services Administration Program, Seattle, WA
Program Director: Christopher E. Johnson, PhD, Career Development Counselor: Becca Bregel,
University of Washington – Tacoma, Healthcare Leadership/Nursing and Healthcare Leadership
Tacoma, WA, Program Director: Sharon Gavin Fought, PhD, RN
My HEN visit in Spokane took place on November 3. I will be visiting Eastern Washington University and Washington State University.
Just Around the Corner …
2015 Congress on Healthcare Leadership is March 16 – 19, 2015. Congress registration is scheduled to open November 12, 2014. Please check the ache.org web page for updates.
ACHE Membership Growth in Washington
Since my last Regent’s Report the ACHE membership activity in Washington State has been: admission of new members: 22 and recertification of Fellow status: 8 and new Fellow certification: 2. Thank you for your ongoing outreach and support to build ACHE. Membership is critical to our continued success.
There are many opportunities to be involved as a healthcare leader to improve the health of the communities we serve and to advance the profession of healthcare executives.
Please visit our Chapter’s web page at http://wshef.ache.org/ for more information. I look forward to your active participation in our local WSHEF Chapter.
I am available to assist you in participating in the benefits of ACHE and networking with you as a fellow colleague in healthcare.
Stephen Zieniewicz, FACHE
District 5, Washington State Regent
University of Washington Medical Center
7 Common Credibility Blind Spots
Some poor behaviors can be unintentional, but have the potential to derail your image. Being aware of these is critical, and once you identify them there are simple steps to eliminate these blind spots. In a hypercompetitive business world, the time to do that is now. Below you can find some of the most common blind spots:
- Using speech fillers. These words include, “Um” and, “You know.” These fillers are plentiful in our culture, and the business world. To avoid this, use a tactical pause while your mind searches for the next word.
- Making extraneous movements. Jiggling your knee, bobbing your head or shifting your weight can be distracting and irritating to others, and can weaken your personal power. Stillness portrays the message that you are calm and confident.
- Self-commenting. This tends to be overreacting to a mistake that was made. For example, apologizing when stumbling over a word or using nonverbal reflexes. Doing so portrays your internal criticism as an external preoccupation. Remember that mistakes happen, so correct them and move on.
- Misplacing upward vocal inflections. Using upward inflections that sound like question marks at the end of a sentence can be widespread and contagious. Be vigilant so as to not pick it up. To ensure this, occasionally read aloud with strong downward inflections.
- Making yourself smaller. Most people try to make themselves smaller when they feel intimidated in order to avoid being an easy target. This can include placing your feet together, tucking your arms to the sides or pulling back on your volume. Practice optimal standing posture throughout the day—not just in important situations—to make it habitual.
- Masking your face and hands. When people feel uneasy or put on the spot, they will occasionally mask their behaviors including crossing their arms or playing with their jewelry. Open your posture and engage your gestures at the start of every conversation. Practice this skill at company gatherings or networking events.
- Dropping eye contact. Disengaging eye contact loses listeners. Keep your eyes on the horizon and give those listening the same respect you expect from them. Moving your eyes to the side momentarily to gather your thoughts is fine, but make sure when speaking to maintain direct eye contact.
Adapted from Cara Hale Alter’s article in Briefings Bonus from www.communicationsbriefings.com
The Secrets to Career Fulfillment
Come Monday morning, employees can yearn for the upcoming weekend and feel unmotivated and unhappy. However, research shows having a positive attitude about the week can greatly increase the success level and feeling of content for employees. In a survey of 850,000 people conducted by The Conference Board—a research group—researchers found those satisfied with their jobs tend to start the week off energized and motivated. Below are a few things fulfilled employees do differently.
Cut Back on the Small Talk
Matthias Mehl, a psychology professor at the University of Arizona, found people who engage in deep discussions, as opposed to small talk, are happier. This is because human beings are driven to find and create meaning in their lives. People who are more talkative can make themselves happier and more successful by focusing their discussions on substantive work issues and cutting back on short, meaningless conversations. You should strive to incorporate just one more thoughtful conversation each day regarding a work issue and avoid at least one small-chatter session.
Avoid People Who Complain
Typically, there tends to be a group of people who complain about many aspects of their employing organization. However, complaining with no solution in mind is a dangerous habit. Sometimes just thinking more positively can create a better outlook on your position and organization. Search out ways to be authentically positive such as praising a coworker’s accomplishment or a team’s achievement of project goals.
Make Every Assignment a Challenge
Start looking at each large project not only as a way to get things done but as an opportunity to learn and expand your skill set. Doing more than what is required, such as researching industry trends related to the project, talking with colleagues for best practices and creating innovative ideas, can improve both your project and your organization. The amount and quality of work you contribute to your company will likely be valued, and even on the slim chance it’s not, intrinsically you will feel better about yourself by knowing you gave a project your all.
Find a Strong Mentor
Every great employee needs that extra push to acknowledge what he or she is truly capable of. This typically means finding someone who can instruct, guide and push you to be your best. Obtaining a mentor, whether that be a boss, senior colleague or even a family member, can help you to excel in your work. To find someone who will be the most beneficial to you, ensure there is trust in the relationship, the proposed mentor has sufficient time and there is good chemistry. Once a mentorship is created, ask the coach to help you understand what success looks like; and have him assess your strengths and weaknesses and define the next steps in your career.
Some people looking for lifetime fulfillment will leave their jobs or stray from a secure path in order to find themselves. However, before jumping ship, a recommended strategy is to trying to bring a purpose to your current role. Take a long look at your position and find what differences you could make in your role or what you could do to challenge yourself more. Have regular conversations with managers, peers, family members and mentors who can give a valuable opinion. Also consider activities outside of work such as volunteering or new hobbies to obtain greater fulfilment.
—Adapted from “5 Stealth Ways to Make Monday Better,” by Chester Elton, www.inc.com
Managing a Workforce of Multiple Generations
For the first time in history, five generations—traditionalists, baby boomers, millennials, Gen X and Gen 2020—will soon be working side by side. Whether this multigenerational working environment feels productive and energizing or challenging and stressful is up to the organization’s leadership. Ideas to keep in mind are how to relate to employees from different age groups and how to motivate and encourage employees.
Straight From the Experts
As people work for longer periods of time, internal career paths start to change. It’s becoming common to see someone younger managing someone older, which can lead to tension on both sides. “It’s important to be aware of general tension among colleagues,” says Jeanne C. Meister, a founding partner of Future WorkPlace—an executive development firm. “It’s your job to help your employees recognize that they have distinct sets of different things they bring to the table.”
Don’t Dwell on Differences
Generational stereotypes abound both inside and outside of the working environment. However, creating generation-based employee affinity groups is not beneficial to your organization, instead get to know each person individually as opposed to lumping them into a group with people their age.
Build Beneficial Relationships
Managing someone older than you can seem like a daunting task, but it’s something the military routinely practices. The way to make this successful is to make the older employee a partner—involve them in everything you do, as well as hearing them out. You’re still making the decisions, but this way they feel involved. This type of collaborative effort also works well in managing workers in their 20s. Encourage debate to ease the transition from school to the workplace.
Study Your Employees
By studying the demographics of your employees, you can determine what they want out of their jobs and how these desires differ (or not) from generation to generation. Conducting a survey inquiring about communication styles, career goals and other topics is a low-cost way to get a pulse on your workforce. Figure out what matters to different groups of employees and what you can do to attract younger or more experienced workers; it’s an easy way to discover potential generational career issues.
Engage in Cross-Generational Mentoring
Pairing younger workers with experienced employees to work on business objectives—typically revolving around technology—is becoming more prevalent in companies across the nation. The younger employee can teach the older worker about social media, while the seasoned employee can share institutional knowledge with the young worker. Studies show colleagues learn more from each other than they would in formal training. Mixed-age work teams are another way to foster cross-generational mentoring.
Consider Work Goals
Keep in mind where your employees are at in their lives and what their needs are when it comes to inspiring and incentivizing them. Younger people may not have many outside responsibilities—they are motived by new experiences and opportunities. Employees in their 30s and 40s often have children and mortgages and need flexibility as well as advancement opportunities; while those at the end of their careers may not be as interested in training but would enjoy a strong work-life balance. Understanding these desires will go a long way in figuring out how to challenge and motivate employees.
—Adapted from “Managing People From 5 Generations,” by Rebecca Knight, Harvard Business Review Blog Network
Understanding Your Leadership Style
Understanding the way you lead is critical to success, and knowing that effective leadership for one team or field might not translate to another team or field is equally important. The complexity of the marketplace has prompted the importance of knowing your leadership style and discerning the style that a team will easily respond to. There are a plethora of leadership styles in the workplace, but the following six tend to be the most prominent in today’s working environment:
- Charismatic. This style can encompass a wide swath of personalities, but the common ingredient is that the energy ushered in by the leader is closely connected to the leader. Once the leader leaves a situation, the energy lingers behind. This style has been both praised and criticized, but it is clear there is value to those who bring energy to an organization with their sheer presence. A charismatic leader is an excellent vision-caster and can elicit a loyal and passionate following and increase the company’s pace. The downside can be, some teams do not need to speed things up but rather need to slow them down, and occasionally this leader might not be detail oriented.
- Technician. This leader displays both knowledge and skill and is the best producer of what an organization produces. The style is highly valued in cultures where competence is high in economic value. People who follow this style boast an impeccable reputation and also set the bar for the standard of work quality. However, the style can have limits in terms of being replicated; people are often left wondering, “How does he/she do it?” The value of quality is, of course, incredibly important, but there is a distinction between leading the best and being the best.
- Strategic. This type of leadership connects the dots. People who tend to be global and conceptual thinkers embody this leadership style. They are not only able to see the end destination, but they also know the path to get there must be identified and paved. However, this style can also provide disappointment and setbacks, because this leader can see what could be, as well as what is not.
- Team builder. In this style, leadership is by roles and unity. The style recognizes that you cannot just assemble any group of people and claim you have a team. These leaders look at people individually and find roles for them to fill. They also align these individuals so they make up a collective whole.
- Managerial. Described as leadership by systems, this style focuses on doing things correctly and efficiently. Processes and systems are designed and understood so current operations function consistently. Though some would argue managers are not leaders, one must acknowledge that effective managers have a profound influence on those that surround them. At the same time, they have the capacity to lead a culture that prizes management, even at the expense of effectiveness.
- Directive. Lastly, is leadership by control. Common during the Industrial Revolution, the command-and-control style has slowed down in popularity. However, an organization in crisis can thrive with a directive leader who steps forward and brings order out of chaos. Today, there is still a need for directive leaders.
Knowing your style allows you to function in an environment where that style will flourish. As a leader, it is important to understand your natural style as well as be aware of the potential weaknesses found in that style. This gives leaders the confidence and skills they need to lead. Effective leadership in today’s diverse culture will require a team approach, and teams require diverse leadership styles. By employing the best leadership style for you and knowing when to adapt to other styles, you can effectively lead your team to success.
Adapted from Glenn Gutek’s article in Briefings Bonus from www.communicationsbriefings.com