strategic leadership in chronic disease · 3. complete “my leadership resume” 4. write a...

Strategic Leadership in

Chronic Disease

NACDD Strategic Leadership Slide 1

NACDD Strategic Leadership

• Be prompt

• Cell phones off or silent

• One conversation at a time

• Everyone is encouraged to participate, and

we all have the “right to pass”

• Take what you learn back to the job

Slide 2

During the Workshop


Participant Workbook, page 3

1. Form groups.

2. Select a Scribe and Reporter.

3. Complete “My Leadership Resume”

4. Write a “Team Leadership Resume” on

the flipchart:• 2 Leadership skills and experiences

5. We will post and share all team resumes.Slide 3

The Leadership Resume


• Welcome & Introductions

• Leadership at the Professional Level: 10 Principles of Strategic Leadership

Break

• Leadership at the Professional Level: Case Study

Adjourn – Day 1

• Leadership at the Organizational Level: Systems Thinking & Systems

Approaches

Break

• Leadership at the Organizational Level: Case Study

• Putting Strategic Leadership into Action: Resources and Work Plan

• Closure and Evaluation

Slide 4

Today’s Agenda

• Explore concepts through presentation and small

group exercises.

• Apply concepts to authentic case study of a state

level leadership challenge.

• Share solutions through large group presentations

and discussion.


Learning Events


• Define “strategic leadership” by examining 10 principles & practices of

strategic leaders.

• Describe the function and influence of formal & informal leaders.

• Recognize organizations as complex, interrelated systems.

• Examine the intended and unintended outcomes of leadership

decisions and actions.

• Apply the principles and practices of systems thinking & systems

approaches to achieve goals.

• Apply leadership principles and systems approaches to resolve

chronic disease dilemmas at the professional, organizational and

program level.

Slide 6

Workshop Objectives


Leadership at the Professional Level

Slide 7

What makes leadership

“strategic”?



“...the ability to apply experience, wisdom, and

vision to create and execute plans and make

consequential decisions in interrelated,

complementary, and contradictory

environments.”

Col. Michael Guillot

Slide 9

Strategic Leadership is…

1. Guided by a sense of mission

2. Use public health theories and evidence

based practices

3. Take an inclusive and representative

approach

4. Innovate

5. Recognize and act on opportunities


10 Principles of Strategic Leadership

6. Uphold program integrity and be accountable

7. Use communication to advocate and influence

8. Leverage resources and impact through

partnership

9. Use systems approaches

10.Contribute to the continuous evolution of the

profession and the development of self and

others


10 Principles of Strategic Leadership



1. Form small groups.

2. Discuss and develop responses to

the questions on the discussion

guide.

3. Record responses on the flip chart.

4. We will post and share.

Slide 12

10 Principles: Exercise Instructions


BREAK


Case Study and Exercises Workbook

• Form small groups.

• Read the case study on pages 2-7

• Use the information provided in the case study, and your

understanding of the 10 Principles of Strategic Leadership, to

respond to the questions posed about Strategic Leadership

at the Professional Level (see page 8).

• We will debrief as a large group.

Slide 14

Case Study Exercise #1

Strategic Leadership at the Professional Level


LUNCH

Slide 15NACDD Strategic Leadership


Leadership at the Organizational Level

“Is an organized collection of parts that are highly

integrated…”

“…has various inputs which are processed to produce

certain outputs…”

“…employs ongoing feedback among the various parts to

ensure they remain aligned and informed…”

“…to accomplish the overall goal of the organization”.

Carter McNamara, Ph.D., Authenticity Consulting


A System…

Common Components of

Organizations• Management Structure

• Politics

• Culture, History and

Rituals

• Financial Resources

• Built Environment and

Workspace

• Human Resources

• Partnerships

• Clients

• Communication

• Decision making


What is Systems Thinking?

• Unique approach to problems

• Views situations and problems in linkage to

entire system

• Avoids silo thinking

• Focuses on overall structures, pattern, and cycles



Inter-relationships rather than linear causes

and effects.

Knowledge of the whole, not just the parts.

Processes of change rather than snapshots in

time.

Compassion and empathy for others.

Slide 20

The Systems Approach to

Organizational Leadership

The integration of reason with intuition.

Awareness of one’s own defensiveness.

Acting as colleagues.

Reflection on unexpressed or hidden

assumptions.


The Systems Approach to

Organizational Leadership (cont.)

What’s Unique About Your Organization?

• Stakeholders

• National policy and priorities

• Funding

• Research

• TechnologyNACDD Strategic Leadership Slide 22

Sources and Uses of Feedback


Sources

• Process and outcome evaluations

• Staff

• Clients and stakeholders

• Funders

Uses

• Organizational growth

• Advocacy for mission

• Planning and allocation of resources

• Identify emerging issues and needs

Participant Workbook, pages 9-10

1. Consider an organization and one of its challenge or

opportunity that it encountered.

2. Select 2 or 3 common organizational components that

were key to the opportunity or challenge.

3. Illustrate the relationships between the components

through a diagram or brief notes (see page 9)

4. Share with a partner (see page 10)


Exercise: Organizations as Systems


4. Share the organizational challenge or opportunity with

your partner by describing:

• the key components of the organization that were

involved in the scenario.

• the decisions or choices made by the leader

• the sources and substance of any feedback

• the intended and unintended effects of those choices


Exercise: Organizations as Systems

Sharing with Your Partner


BREAK


Case Study and Exercises Workbook, Page 9

• Join your case study small group.

• Use the information provided in the case study, your

understanding of the 10 Principles of Strategic

Leadership, and A Systems Approach to Organizational

Leadership to respond to the questions in the exercise.

• We will debrief as a large group.

Slide 27

Case Study Exercise #2

Strategic Leadership at the Organizational Level


Putting Strategic Leadership into Action: Work Plan


Leadership Resources

Participant Workbook, pages 11 and 12

• NACDD Chronic Disease Competencies

http://www.chronicdisease.org/?page=WorkforceDevelope

• List of competencies

• Self-assessment and team assessment

• Print Resources

• Web-based Resources

• Other?

• Team Support - what can you do?


Creating a Leadership Work Plan

Participant Workbook, Action Worksheets - pages 13-15

1. Complete the Action worksheets on pages 13 and 14 of

your participant workbook.

2. Use Worksheet 3 (page 15) to create your personal

Leadership Action Plan.

• Make sure your action plan is doable in the next 30 days,

considering your time and resources.

3. Choose a partner to meet with now and in 30 days

(phone, email or in person).

4. Discuss your action plan with your partner and schedule

a check in time.NACDD Strategic Leadership Slide 30

Revisiting the Workshop Objectives• Define “strategic leadership” by examining 10 principles & practices of

strategic leaders.

• Describe the function and influence of formal & informal leaders.

• Recognize organizations as complex, interrelated systems.

• Examine the intended and unintended outcomes of leadership

decisions and actions.

• Apply the principles and practices of systems thinking & systems

approaches to achieve goals.

• Apply leadership principles and systems approaches to resolve chronic

disease dilemmas at the professional, organizational, and program

level.


Workshop Evaluation

• Complete the evaluation.

• Turn in the evaluation and receive your

certificate of attendance.

• Thank you for your work today!


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