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Medical University of South Carolina Bariatric Surgery Program Nina Crowley, MS, RD, LD Sodexo Clinical Nutrition Update August 26, 2011 You Don’t Need.

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Presentation on theme: "Medical University of South Carolina Bariatric Surgery Program Nina Crowley, MS, RD, LD Sodexo Clinical Nutrition Update August 26, 2011 You Don’t Need."— Presentation transcript:

1 Medical University of South Carolina Bariatric Surgery Program Nina Crowley, MS, RD, LD Sodexo Clinical Nutrition Update August 26, 2011 You Don’t Need to be a Manager to be a Leader: Refresh your Passion for your Work by Learning to Lead

2 Find more ‘white space’ in your stressed and busy life and aim to feel calm, confident, patient, and present Learn how to harness your inner power and passion and create a vision Understand how to influence others by using your leadership strengths Lead a more efficient meeting by creating a strong agenda Build a ‘tribal culture’ where you are constantly refueled, refreshed, and recharged Objectives

3 Find more ‘white space’ in your stressed and busy life and aim to feel calm, confident, patient, and present “Is there anything I can let go of?” – Juliet Funt “Nobody Died…” – Juliet Funt “Can I vent?” – Juliet Funt

4 White Space: The Magic Ingredient for your Life Culture of Insatiability  Nothing satisfies  “what else…”  Cramming things in  “did I do enough?” Stress and Pressure  Men and women deal with differently  Men are external – heroes waiting for a mission, relieve stress through exercise  Women are internal – relieve stress through talking  Texting/social media takes this away

5 White Space: The Magic Ingredient for your Life White Space = open, unscheduled time for thought Aim for 3-5 minutes/day (no technology/talking) Email Diet (5 small frequent meals/day) Do Less Stuff Do Some Stuff Less Well “Is there anything I can let go of?” Let go of some stuff (treats) so you can open the next door Start saying “nobody died” when things go wrong

6 Learn how to harness your inner power and passion and create a vision “Its who you think you’re NOT that holds you back from being a brilliant leader” – Simon T. Bailey “Everything I need to succeed is in me!” – Simon T. Bailey

7 Power Up Your Career “During changing times, learning how to be resilient and reinvent yourself is the key to staying relevant” –Simon T. Bailey What would you do if you couldn’t fail? What would you do if no one paid you to do it? What makes you come alive?

8 The 5 Steps to Clear your Vision

9 Write It! The 3 C’s of a Clear Vision Statement

10 Understand how to influence others by using your leadership strengths On a continuum of resistance, 80% of people are in mild to strong resistance when discussing CHANGE

11 - Robert L Harris

12 Example 1. What is wrong with maintaining the status quo? Why do we need the change, what would be the downside if we continued doing the same thing? 2. What are some anticipated benefits of making this change? 3. Why would the stakeholder group being considered not want this change/ what would be their concerns or sources of resistance? Validate legitimate concerns. 4. What are the things that the stakeholder group values that won’t be impacted if the change is undertaken? Invite participation.

13 How to Communicate about Change The more clear you can be about all 4 boxes, the more real the conversation can be Start with “I’m sure you are wondering, why should we change”… If you do well with box 1 (disadvantages of status quo, ‘why change?’), then box 2 comes naturally, it’s the anecdote for the status quo Spend awhile on box 3 (validate issues that arise, invite participation, issues out on the table)

14 Leveraging Leadership Strengths The Strength Deployment Inventory (SDI) can be used to help manage conflict and improve relationships (at work and at home) Considers Emotional Intelligence  Personal Competence – how we understand/manage ourself  Interpersonal Competence – how we relate to others Looks at core ‘Motivational Value System’, our ‘Valued Relating Style’, and ‘Rewarding Work Environment’ Based on Relationship Awareness Theory

15 Basic Motivational Patterns Blue  Want to be a genuine help to others = service Red  Want to be a leader of others = results Green  Want to be self-reliant and self-sufficient = autonomy HUBS (middle of all)  Want to be a valued and trusted member of the team = Affiliation Blue/Red  Want to be helpful through leadership = servant leadership Red/Green  Want to compete using one’s own judgment = strategic Green/Blue  Want to nurture the self reliance of others = empowerment

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18 Weaknesses are Overdone Strengths Blue  Trusting  Gullible  Supportive  Self- sacrificing  Helpful  Smothering Red  Self-confident  Arrogant  Organizing  Controlling  Proud  Conceited Green  Practical  Unimaginative  Methodical  Rigid  Analytical  Nit-picking Hubs  Flexible  Wishy washy  Socializer  Unable to stand alone  Looks for options  No clear focus

19 “A meeting is an event where minutes are taken and hours are wasted” – J. Kirk “People who enjoy meetings should not be in charge of anything” – T. Sowell Leading Efficient Meetings by Creating a Strong Agenda

20 All About Meetings 5 Truths about meetings  Meetings are a tool  they are expensive  less is usually more  start with the end in mind  planning improves likelihood of success Leader vs. Facilitator  Leaders deal with content and task delegation  Facilitators deal with the process and system  Try to delegate the facilitator role to a neutral person – make the process easy so you can get to the outcomes

21 Managing Group Dynamics in a Meeting Agenda  Have one sent out before every meeting  Outline what you plan to accomplish Task/Topic Management  Desired Outcomes – Try using an NOUN and VERB in past tense (information shared, plan approved, next steps set, solutions identified, budged set/approved)  Last desired outcome should be ‘action items assigned’  First desired outcome should be ‘action items reviewed’  Document actual time, topic, accountability leader name, and desired outcomes, and bring to the next meeting

22 Build a ‘tribal culture’ where you are constantly refueled, refreshed, and recharged! “Finding shared values among your group can help to elevate your ‘tribe’ to the next level’ – Dave Logan

23 Tribal Leadership What is a tribe? Not all tribes are created equal Stage 1 (2% of tribes)  People feel that ‘life sucks’ and are despairingly hostile; band together to get ahead in a violent and unfair world Stage 2 (25% of tribes)  Individuals feel that ‘my life sucks’ and they are apathetic victims, they have seen it all and watched it fail before, change drives them down and it is not getting any better. Exchange Information, not values.

24 Tribal Leadership Stage 3 (48% of tribes)  People say ‘I’m great, and you are not’, lots of “I think this” talking, everyone is a lone warrior, devoid of values, and knowledge is power. Dyadic relationships. Stage 4 (22% of tribes)  People begin to work as a team and think ‘we are great’ and have pride in their tribe Stage 5 (2% of tribes)  This group has infinite potential and will make history, their competition is only what is possible, not anyone else

25 Moving from stage 2 to 3 Moving from stage 3 to 4 Mentor people away from the tribe Use ‘I, me, my’ language: “I think you have potential, I’d like to mentor you” NO more “I” talk Tell the group what it is like by finding shared values Find out what people value individually and then say ‘here is what we have in common’ Find dyads and make triads Upgrading a Tribe

26 The ‘Click Down Method’ Learn what someone is all about by ‘clicking down’ If you were to see a sentence online, which words would be blue and underlined, leading to another page? Ask an open ended question that repeats that word  What about ‘learning’ is so important to you? Continue until they continue to arrive at the same answer  It simply just is because it is! Find out values (money, control, learning) and CORE VALUES (fun, healthy behaviors) The core values are what people feel they “are” Once this connects people they will be committed to the “we” not the “I or me”

27 The ADA Leadership Institute is held annually for members in leadership positions (state, national, DPG) and is often a perk for being in that leadership position! www.eatright.org/leadershipinstitute Questions?


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