© Copyright Orlikoff & Associates, Inc. 2014

PREPARING

YOURSELF TO BE A

NEXT GENERATION

HEALTHCARE

LEADER

by

Jamie Orlikoff

President,

Orlikoff & Associates, Inc.

4800 S. Chicago Beach Drive

Suite 307N

Chicago Il 60615-2054

773-268-8009

j.orlikoff@att.net

THE QUALITY OF LEADERSHIP THAT

WAS SUFFICIENT TO GET YOUR

ORGANIZATION WHERE IT IS TODAY

WILL BE INSUFFICIENT TO GET IT

WHERE IT NEEDS TO BE TOMORROW!

Leaders do not act like victims. They

take a leadership stance.

Abby Wambaugh

The job of a leader is to

remove excuses.

Paul O’Neill

LEADERSHIP

A leader is a person or group that

people will follow to places where

they would not otherwise go by

themselves.

Stolen from Jim Conway, who Stole it from Cathy Trower, Harvard Graduate

School of Education

LEADERSHIP DEFINED

1. LEADERS HAVE FOLLOWERS !

SOME LEADERS ARE THINKERS, SOME ARE PROPHETS -

BOTH ROLES ARE NEEDED, BUT ARE MEANINGLESS

WITHOUT FOLLOWERS.

2. LEADERS MAKE FOLLOWERS DO THE RIGHT THINGS.

POPULARITY IS NOT LEADERSHIP, RESULTS ARE !

3. LEADERS ARE HIGHLY VISIBLE, THEY SET EXAMPLES.

4. LEADERSHIP IS NOT RANK, PRIVILEGES, TITLES, OR

MONEY. IT IS RESPONSIBILITY.

Peter F. Drucker, Foreword to The Leader of the Future, 1996.

CHALLENGE of LEADERSHIP

IN A STABLE ENVIRONMENT

KEEP THINGS THE SAME,

INCREMENTAL IMPROVMENT

IN A REVOLUTIONARY

ENVIRONMENT

“THE JOB OF LEADERSHIP

IS TO RE-DEFINE REALITY”

Max DePree Leadership is an Art

Leaders face two broad

categories of problems:

technical and adaptive

Technical Adaptive

High agreement about both

goals and methods

Uncertain agreement about

either goals or methods

Meetings are not emotionally

draining

You dread going to the

meeting. Tension, hostility…

Solutions do not require

learning, reconciliation of

values conflicts

Recognition that there’s even

a problem requires learning!

Deeply seated values, habits

and beliefs must change

Implement a new technology

in surgical theatre

Real adoption and use of

surgical checklists

Adaptive

Leadership Framework

1. Identify the adaptive challenge

2. Create a containment vessel capable of

taking the heat of adaptive work

3. Resist the temptations to avoid doing

the adaptive work

4. Give the work back to the people

5. Protect the voices of leadership without

authority

Adaptive

Leadership Framework

1. Identify the adaptive challenge

– Look for distress and discover the conflicts and

contradictions underneath it

– Learn the history of the contradictions and

conflicts

– Raise the tough questions

Adaptive

Leadership Framework

2. Create a containment vessel capable of taking

the heat of adaptive work

– Turn up the heat, but…

– Don’t let the organization explode

– Create a “containment vessel” of relationships,

authority structures, common purpose

Adaptive

Leadership Framework

3. Resist the common temptations of leaders to

avoid the pain of adaptive work

– Denial

– Scapegoating

– Using your authority as if the problem were

technical

– Externalizing the enemy

– Victimhood: “If only…,”

Adaptive

Leadership Framework

4. Give the work back to the people, at a rate

they can handle

– Ask the tough questions

– Provide open access to information

– Don’t provide the answers

“If we think (the people) not

enlightened enough to exercise their

control with a wholesome discretion,

the remedy is not to take it from them,

but to inform their discretion.”

Thomas Jefferson

Adaptive

Leadership Framework

5. Protect voices of leadership without authority

– Give cover to those who ask the taboo questions,

and cause distress

– They often have the latitude to provoke new

thinking that authorities do not have

The only measure of leadership

is results.

Drucker

References on

Adaptive Leadership

Heifetz, Ronald A.

Leadership Without Easy Answers.

Belknap Press, Cambridge, (MA) 1994

Heifetz, Ronald and Marty Linsky.

Leadership on the Line: Staying Alive Through the Dangers of Leading.

Harvard Business School Press, Cambridge, MA 2002

Heifetz, Ronald, M Linsky and A Grashow

The Practice of Adaptive Leadership: Tools and Tactics

Cambridge Leadership Associates, 2009

Other Classic Leadership References and

Frameworks

• Organizational Culture and Leadership. Edgar H. Schein, Jossey-Bass, 1992

• Leading Change. John P. Kotter, Harvard Business School Press, 1996

• Execution: The Discipline of Getting Things Done. Larry Bossidy and Ram Charan.

Crown Publishing, New York, 2002

• The Balanced Scorecard: Translating Strategy into Action. Robert S. Kaplan, David P.

Norton Harvard Business School Pr; ISBN: 0875846513, 1996

• The Oz Principle: Getting Results Through Individual and Organizational

Accountability. Roger Connors, Tom Smith, and Craig Hickman. Prentice Hall, 1997

• The Leadership Challenge: How to Get Extraordinary Things Done in Organizations.

James Kouzes and Barry Posner, Jossey-Bass, 1987

• Improving Performance - How to Manage the White Spaces in the Organization Chart,

Geary A. Rummler and Alan P. Brache, Jossey-Bass, 1991

• Leadership Jazz. Max DePree, Bantam Doubleday, New York, 1992

“You Should

Not Use an

Old Map

Albert Einstein

to Explore

a New

World”