1. HOME CARE ASSOCIATION OF ARKANSAS
Servant Leadership vicKI CLARK Building the Capacity of Organizations Memphis, TN Fall conference and trade show November, 2018

2. LET’S BE CLEAR

3. “Leaders must create an environment that embraces change not as a threat but as an opportunity.” -- Warren Bennis

4. SUIT UP TEAM MEMBERS GET IN THE GAME

5. WHAT’S CHANGED? EVERYTHING
HEALTH CARE
COMMUNITY ISSUES
TECHNOLOGY/TELE-MEDICINE
FAMILIES/CAREGIVERS
PARTNERS IN CARE
TREATMENT PROTOCOLS
EMPLOYEE RELATIONS
GOVERNMENT REGULATIONS
CREDENTIALING
PATIENTS

6. IT’S ALL ABOUT PEOPLE

7. Peter Drucker’s “5” for Leaders in Organizations
What is the mission?
Who is the customer?
What does the customer value?
What are our results/outcomes?
What is the plan?

8. GREAT LEADERS ARE SERVANT LEADERS

9. “It begins with the natural feeling that one wants to serve first
“It begins with the natural feeling that one wants to serve first. This conscious choice brings one to aspire to lead.”
— Robert K. Greenleaf

10. CREATE A JUST & CARING WORLD Servant Leadership
Servant Leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world.

11. SERVANT LEADERSHIP TRANSFORMS PEOPLE IN ALL 3 SECTORS

12. SERVANT LEADERS BUILD RELATIONSHIPS ACROSS GENERATIONS
BIRTH YEAR
Traditionalists, Veterans, Silent Generation
Baby Boomers, The Sandwich Generation
Gen Xers, Generation Xers,
Millennial’s, Gen Y, Nexters
1996- Gen Z

13. The Participative Leader Dr. Suzanne Willis Zoglio
“As leaders shift their focus to customers and quality, they realize that the old authoritarian leadership style does not work anymore. To achieve quality, service, and rapid response, leaders must engage all available talent.”

14. SERVANT LEADERS HAVE A DIFFERENT POINT OF VIEW

15. “TRUE” Leadership

16. SERVANT LEADERS “FLIP” THE SWITCH

17. Servant-Leaders LIFT Others UP
The servant-leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve.

18. Servant First vs. Leader First
“The leader-first and the servant-first are two extreme types.”
“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served.
The best test, and difficult to administer, is: Do those served grow as persons?
Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”
— Robert K. Greenleaf

19. Servant Leaders vs Autocratic Self-Serving Leaders
Different motives
Different preferences
Different outcomes
Different orientation
Different levels of skills
Different attitudes toward vulnerability
Different attitudes toward humility

20. No Bosses: Only Leaders !

21. 12 Principles of Servant-Leadership
Servant-leaders commit to continual development by following 12 characteristics of servant-leadership
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Growth
Building Community
Calling
Nurturing the Spirit-JOY!

22. IN HEALTHY ORGANIZATIONS NO OTHERS NEED APPLY

23. Dispel the Myths 1. Servant-leadership is a weak form of leadership.
2. Only “powerful” people can be servant- leaders.
3. Servant-leadership is not the same as service leadership which is based in service rather than serving.
4. Servant-leadership sounds good in theory, but it’s not practical.

24. SERVANT LEADERS & SOCIAL POWER
REWARD POWER
COERCIVE POWER
LEGITIMATE POWER
EXPERT POWER
INFORMATION POWER
6. REFERENT POWER 7. CONNECTION POWER 8. POLITICAL POWER 9. INSPIRATIONAL POWER 10. TRANSFORMATIONAL

25. BUILD RELATIONSHIPS…

27. Different Levels of Skill
Servant-Leaders
Autocratic Leaders
Servant-leadership requires a higher level of leadership skills and abilities because it takes a lot of (a) interpersonal skills, and (b) positive inner qualities to inspire and influence others.
Autocratic self-seeking leaders only need two sets of primitive skills to succeed: (a) demonstrate unquestionable loyalty and obedience to their friends/personal cadre of supporters, and (2) use coercive power to enforce obedience and conformity from others.

28. SERVANT LEADERSHIP IN HEALTHY ORGANIZATIONS

29. Display Authenticity
Healthy organizations have a different view of the leader. Leaders are to be open, real, approachable and accountable to others. They are not higher than others due to their position. In fact, position speaks to responsibility not value. As leaders work with people within organizations they will serve them by displaying the qualities of Authenticity.

30. OPEN & ACCOUNTABLE WILLING TO LEARN HONESTY & INTEGRITY
DISPLAY AUTHENTICITY
OPEN & ACCOUNTABLE
WILLING TO LEARN
HONESTY & INTEGRITY

31. VALUES PEOPLE
Healthy organizations have a different view of the potential of people. Leaders see it as their responsibility to help others grow towards their full potential as servants and leaders. Therefore, they seek to create a dynamic learning environment that encourages growth and development. The mistakes of others are seen as opportunities to learn.
Leaders believe that people have both present value and future potential. Healthy leaders accept the responsibility of helping people realize that potential. As leaders work with people within organizations they will serve them if they display the qualities of Developing People.

32. BELIEVE & TRUST IN PEOPLE LISTEN RECEPTIVELY
VALUE PEOPLE
SERVE OTHERS FIRST
BELIEVE & TRUST IN PEOPLE
LISTEN RECEPTIVELY

33. DEVELOP PEOPLE
Healthy organizations have a different view of the potential of people. Leaders see it as their responsibility to help others grow towards their full potential as servants and leaders. Therefore, they seek to create a dynamic learning environment that encourages growth and development.
The mistakes of others are seen as opportunities to learn. Leaders believe that people have both present value and future potential. Healthy leaders accept the responsibility of helping people realize that potential. As leaders work with people within organizations they will serve them if they display the qualities of Developing People.

34. MODEL APPROPRIATE BEHAVIOR BUILD UP THROUGH AFFIRMATION
DEVELOP PEOPLE
PROVIDE FOR LEARNING
MODEL APPROPRIATE BEHAVIOR
BUILD UP THROUGH AFFIRMATION

35. BUILD COMMUNITY
Healthy organizations have a different way of looking at how people work together. They desire to build community; a sense that all are part of a loving, caring team with a compelling shared vision to accomplish. They resist the tendency to just get the job done and are just as concerned with the relationships of the people doing the job.
Leaders know that people will be more impacted by the quality of relationships than they will be by the accomplishment of tasks. Therefore they intentionally work to build a community that works together and learns to serve one other in the process. As leaders work with people within organizations they will serve them by displaying the qualities of Building Community

36. BUILD RELATIONSHIPS WORK COLLABORATIVELY VALUE DIFFERENCES
BUILD COMMUNITY
BUILD RELATIONSHIPS
WORK COLLABORATIVELY
VALUE DIFFERENCES

37. PROVIDE LEADERSHIP
Healthy organizations provide leadership for the good of those being led. Leadership is described as Initiative, Influence and Impact. Leaders do not neglect to take appropriate action, in fact, they have a bias for action.
This initiative-taking comes not from being driven to personal ambition but by being called to serve the highest needs of others.

38. PROVIDE LEADERSHIP
ENVISION THE FUTURE
TAKE INITIATIVE
CLARIFY GOALS

39. SHARE LEADERSHIP
Healthy organizations recognize that every leader has power and must continually make choices as to how that power will be used. In these organizations the leader shares the power they have with others so that others can lead, thus increasing the potential influence and impact of the total organization.

40. SHARE LEADERSHIP
SHARE THE VISION
SHARE THE POWER
SHARE THE STATUS

42. Logic Model

43. SAME THING FOR HOME CARE ORGANIZATIONS

44. SERVANT LEADERS

46. If serving is below you, leadership is beyond you.

47. STAY IN TOUCH
Vicki