Leadership at the frontline

This past week was one of those weeks where a number of unrelated events came together to build a theme in my mind about leadership.  I've consciously tried to pay less attention to the healthcare world from whence I came over the past year while expanding my executive coaching and consulting practice.  However, I can't help but see the headlines and twitter feeds describing another change in healthcare senior leadership in Alberta.  The best analogy I can paint is slowing down to see a car accident even though it really doesn't involve you.  That being said, this is not a entry about healthcare per se.  What's said here applies in many other industries and sectors.

AHS replaces interim chief executive after only one month

Leadership at Alberta Health Services in state of flux

By Jamie Komarnicki and Reid Southwick, Calgary Herald November 16, 2013

I've also been taking a coaching course and this week we were tasked to post a review on an article of our choice.  I choose the article "Silence Kills - The Seven Crucial Conversations® in Healthcare.  Those in healthcare are probably quite familiar with the content and those in other industries have their own experience with the reality described by the article - mistakes, incompetence, broken rules, lack of support, poor teamwork, disrespect and micromanagement all tolerated and accepted in silence.  The consequence of this culture of silence is a range of adverse patient episodes, including medication errors, hospital-acquired infections, and other mishaps.  Similarly the workforce is afflicted with poor morale, low employee engagement, and high turnover.  Pick another industry or business and you liable to find a similar version of this healthcare study.

At the same time, I continue to experience enthusiasm and energy from a number of my coaching clients dedicated to making a difference in their chosen field.  Most of them are approaching their work with very aspirational goals and objectives.  It is important to note, though, that they are not just aspiring to achieve leadership positions or new roles simply for the sake of personal advancement.  Rather, they are quite sincere and committed about making a difference for the system and for the clients or customers they serve.  They are optimistic, idealistic and passionate in their hopes and dreams for their respective organizations.  This is despite - or perhaps even because of - the current challenges in their work environments.

The last piece of the puzzle in this confluence of unrelated activities was finally getting around to reading "Strengthening Credibility - A Leader's Workbook" by James M. Kouzes and Barry Z. Posner.  I've read their previous works, was impacted by their perspective and have been using their lessons ever since.  I was also extremely fortunate to personally learn from James Kouzes in a healthcare leadership seminar in the early 90's.  Some key statements out of their recent work struck me and ended up providing context to all of the above circumstances.  Excuse me while I quote at length from the very beginning of their latest book:

"...we found that credibility is not based on job titles or hierarchical positions but with the

human being in the leader's shoes.  Above all else, we found that leadership is personal.  It's not about the corporation, the community, or the country.  It's about you and your relationship with others.  If people don't believe in the messenger, they won't believe the message.  If people don't believe in you, they won't believe in what you say.  And if it's about you, then it's about your beliefs, your values, and your principles.  It's also about how true you are to your values and beliefs." 

This one paragraph put into perspective all of the seemingly unconnected circumstances and events noted above.  What it told me is that, despite the turmoil in any industry or sector or business or organization, we all still have the opportunity to lead in the positions we are in.  As a leader at the frontline of any organization, and perhaps as close as possible to the C-suite without actually being in it, you have the leadership opportunity to positively impact and support those staff who work with you.  You have the power to lead them to the best of your ability.  Yes, your information is imperfect and incomplete.  Yes, you may not have access to all the resources you would like or require to do the best job you believe you and your staff are capable of.  Ultimately, however, you can still make a positive difference in your sphere of influence.  And maybe, just maybe, through your authenticity, integrity and consistency you can extend that sphere of influence and move the needle of performance just a little bit every day.

Is this just pie-in-the-sky thinking?  Some would have you think so.  Some would have you buy into the notion that as a frontline/mid-level leader you really are nothing more than a sailor in a rowboat simply trying to survive the North Atlantic during a tempest.  If you happen to make progress from Canada to England it's only by sheer determination and luck. That you have no power to impact your surroundings and the best you can hope for is to not get fired.

By contrast I have seen very good frontline leaders achieve remarkable things under the most adverse circumstances.  Frontline leaders who had to work with very poor building infrastructure, either crumbling around them because of age or far too small for the volume of work they had to deal with.  Frontline leaders who didn't get all the budgetary resources they needed or had to deal with ongoing staff shortages.  Frontline leaders who had to deal with a variety of "difficult-to-deal-with-yet-powerful" people.  Frontline leaders who had to navigate the realities of strong unions and all that potentially entails about managing staff performance.  Yet these leaders, had fully engaged staff, on budget performance and higher customer satisfaction ratings than any of their peers.  Why?  How?

What accounted for these remarkable results?  I believe it goes back to the very heart of the Kouzes and Posner quote.  The staff of these leaders believed in the "message" because they believed in the "messenger".   These messengers/leaders had (and have) credibility with their followers because they have truly engaged and partnered with their staff, have a set of shared values that they adhere to consistently when making decisions, have worked on supporting and developing staff over time, and ultimately have helped to foster a sense of purpose and hope despite all the challenges.  Above all the messenger and leader has been amongst and with their followers during their trials and tribulations.  There is a personal connection and even a camaraderie with their staff.

Ultimately that's what leadership is all about.  It's personal, it's about you and it's about how you show up every day.  Show up and be authentic.  That is your real leadership challenge.
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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.