1. Building Lasting Partnerships
Kim Petty
Senior Managing Director
Experience Innovation Network
“As we’ve seen, data drives improvement, and so our first step as UBLTs is to build a baseline. We’ve found the best place to start is with Engagement data”
Note: Starts with engagement – introduce Pulse and employee engagement survey results – baseline data, inform on ongoing engagement improvement activities and available resources…(impact planning)

2. Building Lasting Partnerships
Weaving together disparate skill sets and unifying efforts…
To be successful, the unit-based leadership team has to weave together disparate skill sets and unify often siloed improvement efforts (quality/safety, process, and experience). To do this, they need to function well together as a team, with clear approaches to communication, conflict resolution, and division of labor. The unit- based leadership compact creates rules of engagement for the partnership, helps create alignment across organizational and unit-specific goals, and highlights the importance of engaging frontline staff.
10/7/2019
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3. Leveraging Your Strengths: About Strengths Based Leadership
Gallup scientists have also been examining decades of data on the topic of leadership. They’ve studied:
1 million work teams
20,000 in-depth leadership interviews
10,000+ followers around the world
A survey of 10,000 followers showed they followed their leaders because:
The most effective leaders are always investing in strengths.
The most effective leaders surround themselves with the right people and then maximize their team.
The most effective leaders understand their followers needs.

4. Strength = Talent x (Knowledge + Skills)
What Is a Strength?
Strength = Talent x (Knowledge + Skills)
Strength: is the ability to consistently provide near-perfect performance in a specific activity.
Talents: Naturally recurring patterns of thought, feeling, or behavior that can be productively applied.
The key to building a strength is to identify your dominant talents, then complement them by acquiring knowledge and skills pertinent to the activity.
A strength is the ability to consistently provide near-perfect performance in a specific activity. The key to building a strength is to identify your dominant talents, then complement them by acquiring knowledge and skills pertinent to the activity.
Talents are naturally recurring patterns of thought, feeling, or behavior that can be productively applied.
The key to building a strength is to identify your dominant talents, then complement them by acquiring knowledge and skills pertinent to the activity. 4

5. Applying Your Strengths
“People progress more rapidly in their areas of greatest talent than in their areas of weakness.”
“The real tragedy of life is not that each of us doesn’t have enough strengths, it’s that we fail to use the ones we have.”
Sample Questions to ask your team:
What parts of your job give you the greatest satisfaction?
How do you capitalize on your strengths in your current role?
Source: Buckingham: NDYS

6. The Four Dimensions of Leadership Strength
Executing - are those you turn to time and again to implement a solution
Influencing - are those are innately good at influencing
Relationship Building - are the glue that holds a team together
Strategic Thinking - are constantly pulling a team and its members into the future
Executing
Team members who have dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead.
Influencing
People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence.
Relationship Building
Relationship builders are the glue that holds a team together. Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals into a team capable of carrying out complex projects and goals.
Strategic Thinking
Those who are able to keep people focused on what they could be are constantly pulling a team and its members into the future. They continually absorb and analyze information and help the team make better decisions.
Source: Strengths-Based Leadership

7. Strengths and Leadership Domains
Executing
Influencing
Relationship Building
Strategic Thinking
Achiever
Arranger
Belief
Consistency
Deliberative
Discipline
Focus
Responsibility
Restorative
Activator
Command
Communication
Competition
Maximizer
Self-Assurance
Significance
Woo
Adaptability
Connectedness
Developer
Empathy
Harmony
Includer
Individualization
Positivity
Relator
Analytical
Context
Futuristic
Ideation
Input
Intellection
Learner
Strategic
Source: Strengths Based Leadership

8. UBLT Strengths-based Leadership: Breakout Discussion
With your UBLTs:
Share your top strengths + themes (10 Mins)
Potential Discussion Questions:
What strengths influence your style and interactions with your team members and patients?
How can you use these insights into each other’s strengths to become more effective as a UBLT?
Group Discussion (5 Mins)

9. Recap
People progress more rapidly in their areas of greatest talent than in their areas of weakness.
The are four basic dimensions of leadership strength:
Executing
Influencing
Relationship Building
Strategic Thinking
World Class leaders do not have all 4, but complement their gaps with their team members. 9