1. Aikido Planning Street smart tool to engage colleagues and stakeholders Faster results Fewer errors and false starts More sustained ownership of plan & implementation. 1 Aikido Technique: Stakeholder Engagement & Mobilization One Tool To Help Teams Jump Into DonorLand Exercise And to be an effective leader jrice@msh.org

2. Principles of the Spanish Model of organ donation Legal framework Qualified professionals/ technical proficiency Mass media awareness Audits on brain deaths ONT network Hospital expenses reimbursement Training & continuing education In-house Transplant Procurement Managers

3. Stakeholders Engagement.  Top 5 Internal Stakeholders key to our mission and vision?  Top 5 External Stakeholders? 3 Aikido Technique: Stakeholder Engagement & Mobilization

4. Leader’s Toolkit 4 1. Visioning Yoga 2. FutureScanning: Scenario Building & Trend Casting 3. Hope Engine: Desired Future States by Stakeholder 4. Aikido Planning: Removing Obstacles to Strategy 5. Impact Spinner: Anticipating Consequences 6. Trust Building 7. Hero Happenings 8. Celebration Culture 9. Goal Forging: Metrics that Matter 10. Dashboarding Aikido Technique: Stakeholder Engagement & Mobilization

5. Leadership is: Getting work done with and through others. Different but not more important than management. Has many dimensions, attributes and competencies to master.  Essential to my work in the OPO  For me to have not just a job of impact but a Career of Impact  A means to extend and save lives  Not easy but not difficult  Effective when we master the “Q Factor”  About defining “the essential few” (3-5)  Situational 5 Aikido Technique: Stakeholder Engagement & Mobilization

6. Leaders Managers Aikido Technique: Stakeholder Engagement & Mobilization 6 Integrated Competencies add Value Greater Value Together  Leaders optimize the upside; Managers minimize the downside. Both together net more.  Leaders envision possibilities; Managers calculate probabilities. Both together win more.  Leaders focus on the ends; Managers focus on the means. Both together reach more.  Leaders focus on the what; Managers focus on the how. Both together do more.  Leaders prepare beyond the limits; Managers focus execution within limits. Both together perform better.  Leaders generate energy; Managers preserve energy. Both together energize more.  Leaders seize opportunities; Managers avert threats. Both together progress more.  Leaders are the first ones on battlefield; Managers are the last ones off. Both together triumph more.  Leaders amplify strengths, Managers reduce weaknesses. Both together develop more.  Leaders provide vision; Managers provide execution. Both together achieve more.  Leaders do the right things; Managers do things right. Doing both together is the right thing.  Leaders drive change; Managers maintain consistency. Both together continuously improve.  Leader/Manager distinction: “Leaders plant; Managers weed. Both together yield the greatest harvest. &

7. The Essence of Leadership Aikido Technique: Stakeholder Engagement & Mobilization 7 Heart Mind Hands & Feet Engagement is Key to Moving Hearts and Minds and Hands and Feet

8. Leader’s Toolkit 8 1. Visioning Yoga 2. FutureScanning: Scenario Building & Trend Casting 3. Hope Engine: Desired Future States by Stakeholder 4. Aikido Planning: Removing Obstacles to Strategy 5. Impact Spinner: Anticipating Consequences 6. Trust Building 7. Hero Happenings 8. Celebration Culture 9. Goal Forging: Metrics that Matter 10. Dashboarding Aikido Technique: Stakeholder Engagement & Mobilization

9. aikido Steven Segal Leaders remove obstacles to others, and redirect adversity to advantage Engage stakeholders to mobilize their time, talents, treasure (their organs, tissues and/or resources) 9 Aikido Technique: Stakeholder Engagement & Mobilization

10. 10 Aikido Action Planning Technique:  Step 1: fast brainstorm of everything group can think of that would frustrate achieving the job at hand(obstacles to goal);  Step 2: group prioritizes to the top 3-5 obstacles based on their judgment about the relative importance and likelihood of the obstacle (use simple or complex voting to save time)  Step 3: assign each one of the top obstacles to a small group and ask them to quickly define the top 3-5 practical ways to remove, reduce or work-around the obstacle;  Step 4: ask full group to listen to small group reports, and then list all the actions that could be taken to attack the top obstacles, add added ideas that are stimulated by this discussion;  Step 5: group prioritizes the long list of possible actions into the top 3-5 actions regardless of obstacle they are associated with… this list becomes the core of your overall action plan to accomplish the original job or goal.. It will be about 85% of a great plan… further discussion or work by experts could add ideas for the rest of the 15% success that you may want  Step 6: Write up the Action Plan with timetable and accountabilities and get it done and celebrate your success in small steps along the journey of implementation

11. T H A N K Y O U !