1. Discover Your True North
Authentic Leadership Seminar Munson Healthcare Traverse City, MI Professor Bill George September 29, 2016

2. Agenda for HEI Leadership Forum Authentic Leadership: Discover Your True North
9:45 – 10:10 Health Care’s Leadership Challenge 10:10 – 10:40 Discover Your True North 10:40 – 11:00 1:1: Sharing Life Stories & Defining Leadership Experience 11:00 – 11:20 Becoming Self-Aware 11:20 – 11:40 1:1: Disclosure, Inquiry and Feedback 11:40 – 12:00 Your Development as a Leader 12:00 – 1:00 Lunch 1:00 – 1:40 Your Purpose & Empowering Your Team (including Table Discussion) 1:40 – 2:00 Q&A and Wrap-up

3. Munson Healthcare’s Mission, Vision and Values
Mission Munson Healthcare and its partners will work together to provide superior quality care and promote community health. Vision (Working Draft) Working together, we will be the first choice for care within the communities we serve. Values Teamwork, Safety, Accountability, Respect, Stewardship, Compassion

4. Munson Healthcare FY17 True North

5. Munson Healthcare’s Opportunities and Challenges
Staying true to our mission, vision and values.
Being the preeminent health care organization in northern Michigan.
Anticipating, adapting to, and leading the rapid changes taking place in health care.
Fulfilling the needs of our patients – before, during and after care.
Achieving adequate reimbursement to enable Munson Healthcare to serve all the needs of its patients, expand our reach, and to meet obligations to our communities.

6. The Challenge: Developing Health Care Leaders
Early leadership experience and leadership development programs are essential for effective health care organizations
Authentic leaders at all levels are required, not just a few leaders at the top
Need deep understanding of clinical aspects of health care as well as understanding system as a whole

7. Becoming A Munson Healthcare Leader
LEARNING KNOWLEDGE
CRITICAL THINKING
BECOMING
A MUNSON
HEALTHCARE LEADER
DEVELOPING
SKILLS

8. Leadership Is Changing
Hierarchical > Empowering
Bureaucratic > Interdependent Units
Limited Info > Transparency
Charisma/Style > Authentic & Open
Self-interest > Service to others &
greater cause
Impact of: Globalization
Technology & Social Media
Millennials
Diversity

9. Why Leadership Matters
Leadership makes the difference between success and failure of all organizations
The root cause of numerous organizational meltdowns and failures in the last decade is failed leadership
Many failed leaders focused on short-term over long-term, placing their self-interest ahead of their institution’s interests

10. Why Leaders Fail Failed leaders did not fail due to lack of IQ
Rather they lacked emotional intelligence (EQ)
Lacked self-awareness
Unable to face reality & admit mistakes
Lacked passion for company’s mission & values
Lacked compassion and empathy for people
Lacked courage to transform organization

11. What Will Be Your Unique Leadership Contribution to Building Munson Healthcare?

12. Questions to Ask Yourself
How aligned am I with Munson Healthcare’s purpose?
How confident am I we will succeed?
How authentic am I in aligning my team with Munson Healthcare’s purpose?
What’s the source of my authentic self?
How does it shape my personal True North and inform my purpose?

13. Definition of Authentic Leadership
Authentic leaders align people around shared mission and values and empower them to lead, while serving all stakeholders, and collaborating with others to sustain superior results

14. Your True North
“Your True North is the internal compass that guides you successfully through life. It represents who you are at your deepest level. Your True North is based on what is most important to you, your most cherished values, your passions and motivations, the sources of satisfaction in your life.” - Discover Your True North, Introduction

15. Staying on Course of True North
Your Most Deeply Held Beliefs, Values and Principles
How do you stay on course in spite of pressures and seductions to deviate?

16. Your True North Your Life Story Your Crucibles
Your Defining Leadership Experience

17. Self-Disclosure Exercise
Pair off with a colleague
and share with each other:
Your Path of Life and
Defining Leadership Experience

18. Developing Self-Awareness
Reflection
Self-
Compassion
Your
Crucible
Self-
Awareness
Your Life Story
Self-
Acceptance
Self-
Actualization
Feedback

20. Johari Window UNKNOWN Known to: Others Yes No Yes OPEN Self
HIDDEN
Self
BLIND SPOTS No
UNKNOWN

21. Reflection and Introspection
Create a daily practice of taking 20 minutes away from your 24/7 world for:
Meditation or mindfulness
Prayer
Walking or jogging
Journaling
Deep, intimate discussion
Reflecting in a quiet space

22. Feedback: “Breakfast of Champions”
Seek honest feedback from subordinates, peers, mentors, advisors and bosses
Open up your hidden areas
Discover your blind spots
Use 360 Feedback
Invite difficult conversations
Address conflict and sensitive subjects
“One of the hardest things to do is to see ourselves as others see us”

23. Vulnerability is Power
People want to know the real person they are dealing with
Trust is everything
Establishing trust requires being authentic, genuine and transparent
It also necessitates sharing yourself and willingness to be vulnerable
It’s okay to say, “I don’t know”
Getting comfortable with being vulnerable

24. Disclosure, Inquiry and Feedback
Pair up with a colleague and discuss as follows:
Sharing: One thing about yourself that most other people do not know
Inquiry: Ask your partner something about themselves you would like to know
Feedback: Offer your partner insights about how you experience them 1:1

25. Values are what you do when no one is looking
The Transparency Test Prior to taking an action, ask yourself: Would you feel comfortable if a transcript of this conversation was published in your hometown newspaper?

26. Leading by Values
How do we marshal the collective aspirations of 440,000 people serving customers in 170 countries to work as a unified team? In a world of intense scrutiny, one way is to create more management systems, processes, controls, and more bureaucracy. Relying on traditional supervision, process and controls would inhibit serving clients responsively, and stifle employees’ creative energies. We cannot apply Industrial age management systems to address post-Industrial age needs. There is a better alternative, which is to trust employees. Values are the glue, the bond that binds us together in the absence of controls. These must be genuinely shared values; they can’t be imposed top-down. Values provide employees a framework to make decisions when management systems and procedures are unclear. It comes down to judgment, based on shared values. - Sam Palmisano, Chairman & CEO, IBM

27. Your “Sweet Spot” Sweet Spot Extrinsic Strengths Motivations Intrinsic
Weaknesses

28. Extrinsic and Intrinsic Motivations
Extrinsic Motivations
Intrinsic Motivations
Money
Power
Titles
Public recognition
Social status
Acclaim from peers
Defeating others
Personal growth
Cherishing family
Satisfaction of doing well
Helping others develop
Finding meaning in work
Being true to one’s belief
Making difference in world

29. Strengths and Weaknesses
Often, your strengths and weaknesses are two sides of the same coin
Build on your strengths & minimize your weaknesses with people more capable
Acknowledge your weaknesses & ask for help
“Vulnerability is power”
You are in your “sweet spot” when you are:
Motivated intrinsically
In a job that utilizes your strengths

30. Your Support Team Your support team consists of the following:
One person in your life with whom you can be completely open: your spouse, significant other, best friend, or therapist
Mentor(s) who can guide and counsel you and keep you from going off-track
A support group of your peers

31. Mentoring
Mentoring requires a two-way relationship, wherein both parties gain from interaction
What to look for in a mentor:
Wisdom, experience, support, chemistry
Putting mentee’s interests first
A challenging relationship
Reverse mentoring by Millennials
Understand younger generation
IT, social media, digital interaction

32. Work – Life Integration
Personal
Life
Work
Life
The
Integrated
Leader
Family
Life
Community Life

33. Lunch
(Kelley Whittington-Geppert)
Wrap up

34. Your Leadership Purpose
What is the purpose of your leadership?
What in your life experiences and your passions is it derived from?
To what extent is your purpose aligned with your organization’s purpose?
How could you bring it in closer alignment?

35. Munson Healthcare’s Mission, Vision and Values
Mission Munson Healthcare and its partners will work together to provide superior quality care and promote community health. Vision (Working Draft) Working together, we will be the first choice for care within the communities we serve. Values Teamwork, Safety, Accountability, Respect, Stewardship, Compassion

36. Medtronic Mission
To contribute to human welfare by application of biomedical engineering (to) alleviate pain, restore health, and extend life.
To direct our growth in the areas of biomedical engineering where we display maximum strength and ability. . . to avoid participation where we cannot make unique and worthy contributions.
To strive without reserve for the greatest possible reliability and quality in our products; to be recognized as a company of dedication, honesty, integrity, and service.
To make a fair profit on current operations to meet our obligations, sustain our growth, and reach our goals.
To recognize the personal worth of employees by providing an employment framework that allows personal satisfaction in work accomplished, security, advancement opportunity, and means to share in the company's success.
To maintain good citizenship as a company.

37. Types of Leadership Styles
Directive: Demand compliance & following rules
Engaged: Mobilize people around shared purpose
Coaching: Develop people as leaders
Consensus: Build agreement through participation
Affiliative: Create emotional bonds and harmony
Expert: Expect competence & self-direction

38. Your Leadership Style
“Your style is the outward manifestation of your authentic leadership”
Adopt flexible style while remaining authentic (“Cannot fake it to make it”)
Adapt your style to the context: situation and readiness of teammates
Leading from the front or from behind
Altitude: flying at 40,000’ versus deep in details
Metaphor of balcony and the dance floor

39. Empowering Leaders at All Levels
Become a leader of leaders by:
Aligning around mission and values
Gaining commitment to shared goals
Achieving full collaboration from team
Engaging fully with your organization
Listening actively & learning from teammates
Holding people fully accountable for results

40. Empowerment
As a table group, discuss specific ways you can be more effective in empowering leaders within your organization

41. Sustaining Your Leadership
What regular practices do you use to keep yourself healthy in mind, body and spirit?
Be mindful & maintain focus
Cope with Stress
Reflection/Introspection
Physical fitness and sleep
Diet, eating and drinking
Personal and social support

42. A Daily Checklist Today, am I: Following my True North?
Taking time for introspection & reflection?
Aware of my vulnerabilities & weaknesses and ameliorating them?
Getting honest feedback from others?
Balancing my extrinsic & intrinsic motivations?
Acting in my “sweet spot” – authentically?
Using my support team?
Pursuing my leadership purpose?
Empowering others to step up and lead?
Being mindful, coping with stress, and keeping my body, mind & spirit healthy?

43. Nobel Peace Prize Albert Schweitzer
“I don't know what your destiny will be, but one thing I do know: The only ones among you who will be really happy are those who have sought and found how to serve”

44. Thank you for attending the HEI Leadership Forum
(Kelley Whittington-Geppert)
Wrap up