1. Collaborative Leadership for Better Preparedness: Lessons and Tools from Turning Point Betty Bekemeier Turning Point National Program Office June 30, 2005

2. Learning Objectives Describe how Collaborative Learning (CL) enhances effectiveness in a crisis Identify the principles of CL that would enhance effectiveness with new partners Apply CL in your own work setting to increase the effectiveness of your preparedness activities By the end of this Hot Topics session you will be able to:

3. Session Outline Types of public health problems When to use Collaborative Leadership What is Collaborative Leadership Turning Point‘s 6 Practices of Collaborative Leadership

4. Problem Types and Leadership Roles* ProblemSolutionLocus of WorkLeadership Role I. ClearClearExpert- LeaderExpert Leader solves the problem II. ClearUnclearExpert-Leader Group/Multiple Stakeholders Expert diagnosis: Then Leader helps group problem- solve III. UnclearUnclearGroup/Multiple Stakeholders Leader helps group problem- solve *Heifetz & Sinder

5. Problem Types Type I:Broken foot Type II:Budget cuts Type III:Disease control

6. What kind of problem is a public health crisis? A) Type I B) Type II C) Type III D) Not Sure – e.g., evacuation of residents from a hazardous waste spill zone Question #1

7. Problem Types and Leadership Roles* ProblemSolutionLocus of WorkLeadership Role I. ClearClearExpert- LeaderExpert Leader solves the problem II. ClearUnclearExpert-Leader Group/Multiple Stakeholders Expert diagnosis: Then Leader helps group problem- solve III. UnclearUnclearGroup/Multiple Stakeholders Leader helps group problem- solve *Heifetz & Sinder A) B) C)

8. Why did you characterize a public health crisis as Type #___? What aspects of the problem led you to that conclusion? Question #2

9. What kind of “problem” is public health emergency preparedness planning? A) Type I B) Type II C) Type III D) Not Sure Question #3

10. Problem Types and Leadership Roles* ProblemSolutionLocus of WorkLeadership Role I. ClearClearExpert- LeaderExpert Leader solves the problem II. ClearUnclearExpert-Leader Group/Multiple Stakeholders Expert diagnosis: Then Leader helps group problem- solve III. UnclearUnclearGroup/Multiple Stakeholders Leader helps group problem- solve *Heifetz & Sinder A) B) C)

11. Why did you characterize public health emergency preparedness planning as Type #___? What aspects of the problem led you to that conclusion? Question #4

12. Leadership Style Continuum More Traditional (Positional, tactical) _____________________________________________ More Collaborative (Servant, transforming, facilitative)

13. Traditional-Collaborative Leadership Traditional Collaborative Top down Self-governing Few make decisions Broad participation Unilateral action Guide & coordinate process Win or shift power Build relationships Linear thinking Systems thinking Programs & products Process Charisma Vision Persuasive Empathetic Group falls apart if leader leaves Group continues when leader leaves

14. Why Collaborate? Shared Concern Pool Power Add Diversity Increase Ability to Handle Complex Issues Overcome Gridlock (“get unstuck”)

15. What is Collaborative Leadership? The processes, activities, and relationships in which a group and its members engage in collaboration. Collaboration is defined as “exchanging information and sharing or pooling resources for mutual benefit to achieve a common purpose.”

16. Why is Collaborative Leadership Important? Most public health problems are complex, interdependent, and messy. These type of problems require a systems approach with diverse input and multiple perspectives. Many sectors need to “own” the solution for it to be successfully implemented.

17. What Is a Collaborative Leader? A) Someone with authority who encourages partners to cooperate B) Someone who safeguards and promotes the collaborative process C) Someone who believes in teamwork D) Someone who has a collaborative vision

18. A Collaborative Leader is: Someone who safeguards and promotes the collaborative process. A shared and transferable position

19. Vision: Collaborative leadership is used to its fullest potential to achieve policy and systems change that maximizes the public's health. Mission: Increase collaborative leadership capacity across sectors and at all levels. The Turning Point Leadership Development National Excellence Collaborative

20. Collaborative Leadership Practices Identified by the Turning Point Leadership Collaborative Research included: – Literature reviews – Individual interviews – Focus groups – Expert panel debates – Attendance at leadership training programs

21. Six Practices of Collaborative Leadership 1. Assessing the Environment: Understanding the context for change before you act. 2. Creating Clarity: Defining shared values and engaging people in positive action. 3. Building Trust: Creating safe places for developing shared purpose and action.

22. Six Practices of Collaborative Leadership 4. Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision. 5. Developing People: Committing to people as a key asset through coaching and mentoring. 6. Self-Reflection: Understanding your own values, attitudes, and behaviors related to your leadership style and impact on others.

23. Complex Problem Self Reflection CC AE DP BT SP Six Practices of Collaborative Leadership Effective Solution Assessing Environment Creating Clarity Developing People Sharing Power Building Trust

24. In MY preparedness work, I most need improvement in.... a) Assessing the Environment: Understanding the context for change before you act. b) Creating Clarity: Defining shared values and engaging people in positive action. c) Building Trust: Creating safe places for developing shared purpose and action. d) None of the above Practices That Need Improvement

25. In MY preparedness work, I most need improvement in.... a) Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision. b) Developing People: Committing to people as a key asset through coaching and mentoring. c) Self-Reflection: Understanding your own values, attitudes, and behaviors related to your leadership style and impact on others. d) None of the above Practices That Need Improvement

26. Collaborative Leadership Products Materials are available through the Turning Point Leadership Development National Excellence Collaborative Web site www.turningpointprogram.org or www.collaborativeleadership.org