3.1 Response to Pierre’s STRATEGIC LEADERSHIP TEAMS – HC1 (POST 3.1) (HEALthCARE)

Hi Pierre, thank you for your post. I will start off by saying I had a similar experience in my last organization with members of the same family being in of almost equal leadership roles. I found that the familiar bond clouded opinions, lessened expectations, and stunted leadership growth.  While it was a not a terrible place to work, it was not a great place to work either. In my experience the Executive Director and the Assistant Director were relatives.  In reviewing the STRAT this week one point that jumped out at me was “this strategic leadership regularly and realistically assess our organizational strengths and weakness” (Hughes Et Al, p.301).  I feel my experience parallels yours in the sense that my leadership team was not able to assess the strengths and weaknesses realistically.

The leadership team was constantly in war with each other over the smallest decisions. The staff was used as pawns in their fight for control. The atmosphere became very toxic and people did not stick around to see how it turned out.

I really liked how you mention that empathy is the tool to combat defensiveness (2010, Lepsinger). In my readings and online research, I found the following table regarding empathy and leadership. Empathy plays a key role in being an effective leader. When we are empathetic we are able to connect to people on a relational level.

Retrieved from: https://www.linkedin.com/pulse/empathy-attunement-simpatico- leaders-robert

In my present organization, the culture is a positive respectful workplace. The directors do not know each other from outside of work. I am lucky to have found an empathetic caring team who truly value their employees.

 

Pierre, you speak of the challenges of building a team due to people’s previous experience they are unwilling and afraid to try. To this, I would recommend not moving too fast.  I think the basic principles of change management apply here. People need to go through the phases of change which include; losing leaving letting go, the neutral zone and the new beginning phase (2016, Bridges, p.20).  I find myself constantly having to remind myself that I work with people and everyone is in a different stage of the current organizational transition we are in.

Direction Alignment and Commitment is also known as DAC is needed for any team that is wanting to move forward (2014, Hughes et al).  I have found it a privilege to be able to work along side you as a team. I think you have natural leadership qualities and you exude those to our MA Lead group. We are all here to learn and share the mutual respect.  I feel that as a team you guys really came together and surrounded me when I was struggling. I can’t thank you enough. A team that builds each other up and carries each other through trials is a team that will go far.

 

References:

Hughes, R. L., Beatty, K. C., Dinwoodie, D. L., & Center for Creative Leadership. (2014). Becoming a strategic leader: Your role in your organization’s enduring success.

Lepsinger, R. (2010). Closing the Execution Gap: How Great Leaders and Their Companies Get Results. Hoboken: John Wiley & Sons.

. Bridges, W. (2016). Managing transitions: Making the most of change