1. Welcome!
We are glad you are here! Before we begin, please take a few moments to familiarize yourself with the annotation tools shown below. We’ll use them to engage with the content throughout the session!
Pencil/
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Welcome and Intro to Tools
Purpose: Welcomes participants and provides them with the task of reviewing the annotation tools on the screen before the session.
Instructional Methods:
Be sure to set up your PowerPoint presentation within the Whiteboard Pod, rather than the Share Pod. This will allow participants to access and use the annotation tools shown on the screen. Within the “Whiteboard Pod” dropdown list, select “Share” and select your PowerPoint.
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As needed, assist participants with ensuring their audio is working and they have access to the Chat Pod (which should appear on their screen by default).
Be sure to honor the work they did by calling attention to a few cool responses in the chat box. This might simply sound like “I saw ______ as a response to the question. So great to be gathered with people who are so passionate about the purpose behind what they do!”
We’ll be using the chat pod quite a bit as well! Just for fun (and to practice), use the chat function to let us all know your response to the question below.
What do you find to be the greatest Network LEADERSHIP challenge?

2. Adaptive Leadership for Sustainable Networks
Prepared for FORHP Rural Health Network Webinar November 8, Eric Baumgartner, MD, MPH

3. Participants in this session will…
Explore the Adaptive Leadership aspect of the Sustainable Network Model including:
Core aspects of collaborative leadership
Technical versus adaptive network leadership challenges
The importance of leadership “fit” for various situations
Participate in a rapid leadership self-assessment
Receive additional resources related to Adaptive Leadership

4. Sustainable Network Model
Scanning
Leveraging
Today’s conversation continues our advancement of the sustainable network model and will explore more deeply the important aspects and contributions of leadership to effective, sustainable networks.
Remember the elements of the sustainable network model: continuous scanning, sense-making, leveraging and adding value?
Adding Value
Sensemaking

5. Sustainable Network Core
Relationships
Vision and Charter
Mutual Trust
Agreement and Alignment
Able to have difficult conversations
One voice
Have each others’ back
Not project-focused
Safe environment for risk taking
Partners and Participants
Authority
Transparency
Front-line perspective
Confidentiality
Perspectives
Resources
Culture of Innovation
Knowledge
Assumes change is inevitable
Styles
Part of the organizational DNA
Leadership Structure
Distributed
Value learning together
Shared
“Deep and wide” involvement and accountability
Willingness to try new things
Sustainable
Network Core
And remember the key real-world, observable attributes of a sustainable network, as we discussed in our previous webinar? Vision, partners, Leadership, Relationships and Culture of Innovation.
Leadership is important for all domains of the network core.
Effective leaders will help assure that there is a strong, coherent, truly shared and enduring vision that galvanizes the purpose for partners to collaborate.
Leadership supports the thoughtful work of identifying and engaging partners that bring complimentary and mutually supportive assets that strengthen the collective work.
Leaders help grow and amplify the natural leaders that no doubt reside in and among the partner organizations to assure that leadership is wide and distributive throughout the network.
Leadership, at its core, creates the circumstances for deep shared work such as assuring trust worthy network environment with unerring mutual respect and reciprocal accountability to achieve the impact goals in a way that reinforces the commitment of each partner.
And, leadership encourages the culture of inclusive, creative involvement where all perspectives and continuous innovation are valued.

6. Adaptive Leadership Leadership in the context of:
Collaboration not authority = Adaptive Leadership advances Network cohesion and capacity to do leveraged work
Complex and actively changing health environment = Adaptive Leadership for solutions for wickedly complex “Adaptive” Challenges
Let’s consider some leadership aspects for each context
Goal Review
Purpose: Revisit goals for the session to review the value of time spent in the webinar.
Instructional Methods:
Review the goals that were presented at the beginning of the webinar.

7. Context #1: Leadership in Context of Collaboration
Management (Authority) vs/and Leadership (Influence) (Fit the situation)
Not what you control or impose, but what you influence
Self-awareness
Open to new ideas – give it away to get it back - better
Truly believe no one of us is as smart as all of us
Being right or smart about something isn’t the final arbiter – it’s the shared will of people around the issue
In the end, its all people business - not just achieving programmatic objectives, its very much about trust and the experience of the participants in the “success” or “failure”

8. Expectancy Theory of Behavior Modification Victor H. Vroom
Valence x Expectancy x Instrumentality
Valence = how much a person values the potential outcome
Expectancy = belief that effort will produce increased performance
Instrumentality = belief that increased performance will lead to intended outcome
All elements must be present to best motivate behavior
Leadership opportunities to work both the Valence and the Expectancy/ Instrumentality domains

9. The Four Leadership Styles from Collaborative Leadership, A Product of Turning Point
Supporting
High supportive
&
Low directive
Coaching
High directive
Delegating
Low supportive
Directing
Supportive Behavior
Directive Behavior

10. Facilitative Leadership Jeffrey Cufaude
Working effectively across people, teams, organizations, sectors – as a leader
Facilitative Leadership Essential Themes
Make connections and help others make meaning
Provide direction without taking over
Balance managing content and process
Help surface otherwise unacknowledged beliefs, thoughts or patterns
Focus on building capacity among people and groups to accomplish more now and in the future

11. The Speed of Trust Stephen M R Covey and Stephen R Covey
The work of a health network is all people business
Trustworthiness is critical
Covey: Trust = Character x Competency
Not enough to have just one quality, as perceived by others

12. Success and Failure = The What and the How Achievable Objectives
PARTNER EXPERIENCE

13. Context #2: Leadership for Adaptive Challenges
Adaptive Action: Leveraging Uncertainty in Your Organization

14. Technical vs. Adaptive Challenges Adapted from The Practice of Adaptive Leadership, Heifetz, R et al
May be complex and critically important but problem is clear
Have known solutions
Can be resolved by applying current structures and procedures
Problem definition not clear
No set of known solutions, requires learning
Requires shared solutions among stakeholders = collaboration
Requires changes in peoples’/partners’ beliefs, habits and loyalties

15. Technical vs. Adaptive Challenges Adapted from The Practice of Adaptive Leadership, Heifetz, R et al
Led by authority
It’s about following protocol
Compliance
Quality control
Linear approach – manufacturing model
LEAN, Six Sigma
Often short-term benefit or mitigation
Example: disaster preparedness and response
Led by collaborative influence
It’s about scanning and sense-making to co-create shared deeper understanding of the issue, past and future
Co-creation among stakeholders of new solutions
Unpredictable course
PDSA
More inclined towards pro-action and strategic value
Example: health equity

16. Adaptive Leadership Qualities
Comfortable working with ambiguity
Connected to purpose - applies both “head” and “heart”
Constantly scanning and sense-making is first nature
Understands role and limitations of authoritative approaches vs collaborative
Experiments with smart risk-taking
Learns and adapts
Adapted from: Heifetz, Grashow and Linsky, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World, 2009

17. Leadership As Fit Adaptive Leaders understand the importance of:
discerning technical from adaptive challenges, and
“fitting” their leadership approach to best support the stakeholders
Remember the four leadership styles earlier: Supporting, Coaching, Delegating, Directing?
Remember how we considered how each style has its particular fit?

18. Leadership As “Fit” Adapted from “Leadership as Fit: A Tool to Assess Leadership Capacity”; Eoyang and Olson, 2016, Human Systems Dynamics Institute
Why do leaders succeed and fail?
Not just leadership skill, dealing with complex human systems
Spectrum of leadership approaches from more authoritative to more collaborative
Effective leaders apply the right approach to the context = Fit
They co-evolve with the environment - structured and demanding when needed or more open to shared exploration when more appropriate

19. Leadership Perspectives From “Leadership as Fit”, (2016) Eoyang, G
Leadership Perspectives From “Leadership as Fit”, (2016) Eoyang, G. Human Systems Dynamics Institute,
“Traditional”
Complex Adaptive
Control (Authority)
Predictability
Accountability
Reliability
Stability
Maintenance
Emergence
Surprise
Innovation
Creativity
Patterns (sense-making of the complex systems)
Creative Destruction

20. Leadership Fit Examples adapted in part: Human Systems Dynamics Institute
Would you want a wild, crazy friend running a nuclear power plant?
Do you want a tight-laced colleague to lead new market opportunities?
Disaster response vs. building resilient communities

21. Rapid Leadership Self Assessment
Traditional and Adaptive Capabilities
+ = a natural strength
0 = a learned skill
- = an area for development
No right or wrong, no good or bad
Consider fit with “real world” Network leadership challenges
Don’t overthink it – top of mind, we’re moving fast
You will be provided with a more in-depth tool

22. Traditional Leadership Capabilities
Authoritarian/Technical Orientation
Choose One 1
I can effectively assign responsibilities to others for accomplishing key tasks in a timely manner. 2
I can manage the processes necessary to produce high-quality deliverables required by the Network Planning Grant. 3
I can ensure adherence to prescribed protocols when implementing evidence-based strategies.
Moving quickly, ask participants to consider how they would score themselves relative to each capability – remember don’t overthink it – just first instinct. Mark your scores on a piece of paper. We will take one minute. Okay, hope everyone is done. Take a look at your scores, How many -, 0, and + did you give yourself. Keep these in front of you. We’ll use the score later in the assessment.

23. Adaptive Leadership Capabilities
Complex Adaptive Orientation
Choose One 1
I can help groups share their insights and have robust, productive conversations about complex challenges for which there is no obvious solution. 2
I can help reduce Network members’ anxiety about ambiguous and uncertain future scenarios by constantly scanning the environment for relevant trends and anticipating possible implications for the Network. 3
I can use insights and lessons learned from previous actions to confidently adjust Network structure, strategies and work plans.
Now lets consider some adaptive leadership capabilities – and we’ll use the same process. Mark your responses on a piece of paper. Again We will use one minute to give you a chance to read and reflect on these. Alright, now total how many of each – minus, 0, + you gave yourself. Keep this score as well – make sure you note that these scores were for the Adaptive Capabilities and the first set was for the more traditional leadership attributes.
Okay, as before, please

24. Example Situational Assessments
Your Network has identified a promising practice with well-documented evidence to apply in your community. The recommended protocols have been developed based on experience in other sites, none of which are rural. Your work plan must specify how the program will be translated and implemented in your specific community context. Your role is to ensure that the program is as effective and impactful as possible.
What are the technical leadership styles and actions we often gravitate toward in this situation?
Planning, linear logic models, focusing on exact replication and fidelity to the best practice.
Let’s think together though about the relevant ADAPTIVE leadership actions and approaches that will be needed to accomplish the desired outcome and impacts….
Adaptations to the local needs and populations, how will you know what needs to be done differently to address rural context – how will you evaluate? At what points will you stop action to learn from what is happening to make adjustments?

25. Example Situational Assessments
Board members have widely varying explanations of the causes and ideas for how to address an issue that is a primary focus of the Network. There are competing preferences for how to invest the grant funds. You are concerned that unspoken disagreements and discomfort will derail your ability to make progress. The Network has not yet developed a clear, agreed upon process for decision making.
Just for fun. Let’s do another one (two if enough time) -

26. Example Situational Assessments
Members of your Network Board are not engaged. Interest is waning. Fewer and fewer stakeholders attend the meetings. Only the lead organization is participating in the collection of data to inform strategic planning.
Just for fun. Let’s do another one (two if enough time) -

27. Assessing “Fit” What’s your Natural leadership style?
TRADITIONAL ADAPTIVE
What type of leadership do you need
to address the Network’s most pressing challenges?
Now we are going to use the self-assessment you did quickly before to think together about fit.
Based on your scores earlier (hope you still have them in front of you) would you say your natural leadership style is generally more Traditional or more Adaptive?
Use the star stamp tool (tell them where to find it) to put a mark on the spectrum below to represent where you believe your natural leadership style is best represented.
Great, thanks for participating.
Now, think in general about the types of challenges your network is facing and working to address currently. Look at it from the big picture. Would you say that the big issues require more traditional leadership or more adaptive leadership to continue your progress. Again, use your star stamp to describe your answer by placing a mark somewhere along the spectrum.
Process the data that appear:
What does this say about fit? How might you improve fit? Where do you have strength? How might you build on your current capabilities to become more adaptive? Are there others in your Network who demonstrate adaptive leadership skills? How might you encourage them?
TRADITIONAL ADAPTIVE

28. Sustainable Network Core
Relationships
Vision and Charter
Mutual Trust
Agreement and Alignment
Able to have difficult conversations
One voice
Have each others’ back
Not project-focused
Safe environment for risk taking
Partners and Participants
Authority
Transparency
Front-line perspective
Confidentiality
Perspectives
Resources
Culture of Innovation
Knowledge
Assumes change is inevitable
Styles
Part of the organizational DNA
Leadership Structure
Distributed
Value learning together
Shared
“Deep and wide” involvement and accountability
Willingness to try new things
Sustainable
Network Core
Restate points from opening slide on leadership in all domains of core
“Be the change you want to see in the world.” Gandhi
You can model Collaborative/Adaptive Leadership for your organization and your network partners
Make more intentional the adaptive approach to create deeper and more strategic value for partners and community
Stories from sustained network leaders tell us: Once a network becomes strategic in its scanning, sense-making, leveraging and adding value, it tends to never revert back to more transactional state

29. Adaptive Leadership Office Hours with Eric Baumgartner
Thursday, November 16th
2:00 EST/1:00 CST/12:00 MST/11:00 PST
(800) code
You are encouraged to call in and explore Adaptive Leadership further with other grantees and Eric

30. Resources for Further Exploration and Practice
Human Systems Dynamics Institute Resources
Adaptive Action: What is Leadership?
Setting Conditions for Success
Agile: What? Why? How?
The Speed of Trust, by Stephen Covey
Heifetz, Grashow and Linsky: Adaptive Leadership series

31. Let us know what you think!
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to complete a very short survey.
Your feedback will help FORHP and the CRL team design future webinars and technical assistance tools.
Thank you!!!

32. Contact Us Contact your assigned Technical Assistance Coach
For more information
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