1. Plenary Session New Mexico Occupational Therapy Association Annual Conference Albuquerque, New Mexico September 3, 2016 Transformational & Visionary Leadership in Occupational Therapy Shawn Phipps, PhD, MS, OTR/L, FAOTA Vice President (2015 - 2018) Director (2012 – 2015) American Occupational Therapy Association Chief Quality Officer & Associate Hospital Administrator Rancho Los Amigos National Rehabilitation Center OTAC Past President (2008 – 2012) Occupational Therapy Association of California Adjunct Assistant Professor of Clinical Occupational Therapy Board of Councilors University of Southern California USC Chan Division of Occupational Science & Occupational Therapy

2. Learning Objectives  Discuss strategies for strengthening your leadership capacity  Discuss the differences between leadership and management  Discuss traits of effective & ineffective leadership  Discuss how to lead with a bold and powerful vision  Discuss how to be a transformational and visionary leader  Discuss strategies for managing resistance to change  Discuss AOTA Vision 2025 & AOTA Strategic Priorities for 2016 - 2017  Discuss how to develop and implement a bold leadership action plan to address priority OT professional challenges and opportunities

3. We envision that occupational therapy is a powerful, widely recognized, science-driven, and evidence-based profession with a globally connected and diverse workforce meeting society's occupational needs.

5. Strategic Planning & Strategic Thinking The development and successful implementation of meaningful, evidence based change toward desirable outcomes

6. Strategic Thinking: Answers Key Questions What do we look like now? Where do we want to go? How do we get there? What obstacles stand in the way? What opportunities exist to open doors? What are our competitors doing? What are the needs of the patients/clients/employees/profession we serve? What are the current trends in healthcare?

7. Factors That Shape Strategic Thinking Organizational Culture Organizational Strategic Plan Shared accountability and responsibility Clear goals and objectives Creativity Flexibility

8. Facilitating Strategic Thinking Among your Team

9. Macro Environmental Scan Value Client Organization System

10. SWOT Analysis

11. MANAGER vs. LEADER ManagerLeader The manager administersThe leader innovates The manager maintainsThe leader develops The manager follows the routineLeaders question the routine The manager avoids or minimizes the need for change Leaders enact change and take advantage of opportunities Managers control and commandLeaders inspire and motivate Managers think and act from a short-term view Leaders operate for the long-term Managers recognize and solve problems for staff Leaders operationalize a vision and direction and empower and clear the way for their staff to make decisions and solve problems for themselves

12. Effective & Ineffective Leadership Traits

13. 13 TRANSFORMATIONAL LEADERSHIP  Transformational leaders convey a clear vision of the organization’s future, exhibit passion for the organization’s mission, and demonstrate the ability to inspire others to achieve a vision that may seem unachievable

14. TRANSFORMATIONAL LEADERSHIP  Focuses on helping every member of the team succeed  Garners trust, admiration, and respect  Inspires creativity and motivates others towards a common goal or purpose

15. DEVELOPING A VISION & STRATEGY  Envision the outcome  Begin with the end in mind  Future-oriented  Powerful  Bold  Develop clear goals and objectives for achieving the vision

16. SMART STRATEGIC GOALS Specific: Single focused strategy Measurable: How will you know that the changes you are making are resulting in an improvement? Actionable: Clear and realistic actionable statement Relevant: Is the strategic initiative aligned with the organization’s strategic plan? Time Bound: Is your team confident that they can achieve the goal in 3 months?

17. 1 23 4 Adapted from © 2001 Institute for Healthcare Improvement PLAN Determine objectives, questions, & predictions Create a plan to test idea (who, what, where, when, how?) ACT Make adjustments Ensure that the next cycle reflects the learnings DO Carry out the plan Document problems and unexpected results Begin analysis of data STUDY Complete analysis of data Compare data to predictions Summarize what was learned Generation of a Strategy Test on a SMALL Scale! Don’t Forget To Study the Results! Adjust & Repeat PDSA Cycles to Enact Strategic Initiatives

18. SUPPORTING A STRATEGY  Identify the resources required to achieve the vision:  Cost-Effective  Attainable  Sustainable

19. SUSTAINING A STRATEGY  Remain laser-focused  Maintain commitment and passion for the vision  Flexibility  Accountability

20. Commitment of time and resources to sustain a strategy for the long haul

21. RESISTANCE TO CHANGE Resistance is the action taken by individuals and groups when they perceive a change as a threat to them

22. CHANGE CYCLE RESISTANCE DENIALL EXPLORATION COMMITMENT CONFIDENCE TIME Change

23. MANAGING RESISTANCE TO CHANGE WITH COURAGE  Commitment  Communication  Consistency  Flexibility  Accountability  Inclusion  Respect  Fun

24. Building Vision 2025 AOTA Board of Directors began planning in 2014 Process launched at the 2015 Annual Conference in Nashville Culminating with the unveiling of Vision 2025 in Chicago

25. Desired Outcomes Building on the success of the Centennial Vision, AOTA will have a relevant and realistic Vision for 2025 that will unify members and the profession, and serve as the foundation for the association’s priority setting and resource allocation through 2025.

26. Critical Success Factors Gathering Reliable Data Engaging Key Stakeholders Collaboration Transition Planning

27. Consultant hired Review & selection process with Senior Staff and President & VP Interviews with key staff and AOTA past & current leaders + industry leaders Over 6,000 members surveyed Several focus groups at 2015 Conference with governance groups Visioning Process

28. Visioning Summit October 2015 Elements for draft Vision 2025 developed & agreed upon Member feedback on proposed vision 2025 – November 2015 to January 2016 Draft Vision 2025 developed Vision finalized & approved at February 2016 BOD meeting + first strategic priorities decided upon Vision 2025 rolled out at Conference 2016 in Chicago Visioning Process

29. Vision 2025 Summit October 2015

30. Guiding Principles Accessible: we provide culturally-responsive and customized services to the clients we serve Collaborative: we excel in working with others to advance effective solutions Effective: we are evidence-based, client- centered, and cost-effective Leaders: we are influential in changing environments and complex systems

31. Occupational Therapy maximizes health, well-being and quality of life for all people, populations and communities by providing effective solutions to facilitate participation in everyday living. Vision 2025

32. Key Phrase Please rank each of the phrases below according to their importance on the overall impact of the vision statement N=4,275 Note, this ranking question was asked on a 1-4 scale, where 1=most important/impactful and 4=least important/impactful. The lowest score is the highest ranked in terms of importance and impact.

33. The goal of Vision 2025 is to provide a unifying statement of purpose for the profession and the outcomes OTs and OTAs are working to create. How successfully does the draft vision statement above deliver on this goal? N=4,669 (1=Not at all successful, 5=Extremely successful) Average Score = 4.01

34. Please indicate your overall sentiment regarding the draft of Vision 2025 N=4,519 77%

35. Overall, approximately 75% of survey participants responded favorably to the draft of Vision 2025. 4 out of 5 respondents agreed that the Vision resonated strongly with them as a member of the OT community. In general, students, OTAs, those with 0-5 years of experience and Summit participants responded most favorably to the draft Vision. Key Findings

36.  Leadership Development  Public Awareness  Advocacy  Diversity  Distinct Value  Primary Care & Prevention  Quality

37.  AOTA to amplify leadership development programs for students, new practitioners, educators, and clinical managers for increased power and leadership while building an AOTA leadership community

38. Amplify Leadership Development Online self-paced 5 module leadership development continuing education (CE) course Created in response to member feedback requesting access to more leadership development tools Primary goals: Build and expand leadership capacity within the profession so that all members view themselves as leaders with influence Promote the servant leadership model Support members to view themselves as value-driven leaders who strive to align their leadership practices to their values in service to others.

39. Public Awareness  Promote occupational therapy to consumers through social media, the website, and media stories  Provide fact sheets, web resources, and social media channels for promoting the OT profession

40. Advocacy  Engage in broad-based advocacy to ensure funding for OT in traditional and emerging areas  Increase AOTA influence in legislative and regulatory decision making with health care reform implementation

41. Diversity  Develop strategies and initiatives to foster diversity in current and future leadership initiatives  Develop continuing education materials, invite conference submissions, and utilize AOTA communication vehicles to support cultural competence

42. Distinct Value  Articulate occupational therapy’s distinct value to key organizations and communities  Target critical audiences (primary care providers; insurers; schools; older adults; key policy and decision makers) through paid advertising using the brand, fact sheets, and social media  AOTA will have a key presence at external conferences featuring consumers, physicians, and payers

43. AOTA Occupational Therapy Distinct Value Statement Occupational therapy's distinct value is to improve health and quality of life through facilitating participation and engagement in occupations, the meaningful, necessary and familiar activities of everyday life. Occupational therapy is client-centered, achieves positive outcomes and is cost-effective.

44. The Role Of Occupational Therapy Professionals ARTICULATE the Distinct Value Deliver targeted messages demonstrating clear & distinct value: Clients Health care professionals Organizational administrators Payers Policymakers

45. Develop and communicate compelling, focused messages to multiple audiences to clearly articulate and promote the distinct value of occupational therapy. Distinct Value (DV) – DV resources have been created by volunteer work groups for each of the 6 broad practice areas. – These resources support the DV statement within each of the practice areas with case examples and evidence.

46. Primary Care & Prevention  Develop occupational therapy’s professional role in primary care and prevention  Build relationships with family physicians and other health professionals in order to influence the development of primary care models to ensure inclusion of occupational therapy

47. Quality  Define and promote high quality occupational therapy  Articulate and implement an AOTA Quality Strategy  Identify, develop, collect, and disseminate quality outcomes measures to promote high quality evidence-based occupational therapy

48. Leadership Action Plan Select one of the seven AOTA strategic initiatives Develop a personal SMART goal to aligns your transformational and visionary leadership with our profession’s strategic priorities

49. Change is Good

51. Plenary Session New Mexico Occupational Therapy Association Annual Conference Albuquerque, New Mexico September 3, 2016 Transformational & Visionary Leadership in Occupational Therapy Shawn Phipps, PhD, MS, OTR/L, FAOTA Vice President (2015 - 2018) Director (2012 – 2015) American Occupational Therapy Association Chief Quality Officer & Associate Hospital Administrator Rancho Los Amigos National Rehabilitation Center OTAC Past President (2008 – 2012) Occupational Therapy Association of California Adjunct Assistant Professor of Clinical Occupational Therapy Board of Councilors University of Southern California USC Chan Division of Occupational Science & Occupational Therapy