Comp 3 Reflection

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Comp 3 - Reflection Your Purpose in Leadership Abdul Sameer Shaik University of Phoenix MHA: 542: Leading with Authenticity In The Health Sector 10/15/2021 Debi Williams

What have you learned so far about developing your own leadership purpose? Neither team building nor even a vastly improved culture will alone turn around a business. Focus on personal growth and culture change had to be combined with clearly specified goals and skills to channel employees’ new enthusiasm and teaming behaviors into performance results. In any turnaround there are numerous problems and opportunities for improvement but picking one reasonably clear target area to direct participants’ motivation into something measurable is very important. Something like a ‘zero waste’ can be chosen by a leader as the goal to rally and focus the teaming energy. Everyone can relate to the waste. No matter what department or the job, you can find opportunities to reduce waste. And dimensions of waste are relatively easy to measure, allowing the demonstration of small wins and steady progress. Five stages of teaming that were outlined for production department were: Level 1: Employees could understand daily production goals, production zones and learn manufacturing concepts. Level 2: Teams could monitor their work in progress, meet existing goals, clear zones, and understand lean principles. Level 3: Teams could set, measure, post and report team production goals. Level 4: Teams could consistently meet goals and initiate production improvements. Level 5: Teams could reevaluate goals and continuously improve as well as coordinate production between teams and shifts. Similar five-level trajectories can be outlined for Safety, Quality, Service and Cost. When a team’s members think they are ready to advance from one stage to the next, they can make a formal presentation to the leadership team. This systematic approach ties the employees’ skills learning, personal growth, incentives, and results together in ways that can be motivating and easy to understand. What elements from your chosen book and your own leadership purpose would you like to share with a colleague, fellow students, or a trusted health care professional? The leadership purpose has been derived from the book ‘Teaming’ that talks about three different real-life situations to see how leaders assess uncertainty, mobilize people, and meet their goals in each of those scenarios. The first case looks at a company that manufactures, sells, and distributes mattresses to retailers across the United States. Unfortunately, company’s performance had been deteriorating for several years and a new CEO was brought in to reverse

the trend. When Charlie Eitel arrived at Simmons Bedding company, he brought a simple vision to the employees. Then there is a case of a Chief Operating Officer at a Midwestern Children’s hospital who wanted to dramatically improve patient safety. Her challenge was to engage people in an organizational learning journey through which safer, better ways of operating could be discovered and implemented at the same time. Third case is a renowned product design consultancy where leaders and project team members routinely experiment with both small and large changes. Unafraid to fail, they do fail. But they learn fast, try again and ultimately succeed in transforming parts of the operation to generate new lines of business while successfully providing innovative product designs. What resources (e.g., presentation, video, music) are useful in understanding leadership the way it is presented in the book you selected? The presentation on how a Chief Operating Officer handled the situation of launching Quality control program at a Children’s hospital is certainly useful in understanding leadership. Whether global supply chain or tertiary care hospital, a complex organization faces the possibility of failure around every corner. In that situation, teaming is a strategy for identifying vulnerabilities, brainstorming designs to prevent failures, and analyzing those failures. All complex organizations face unknowns (supply chain face disruptions, for example) but hospitals confront more than their fair share. The timing and type of patients who come through the door of the emergency room or show up in a hospital bed, and the services they will need, can be difficult to predict. Moreover, treatment protocols and medications are constantly changing because of advances in science, technology, and clinical research. Chronic diseases such as cystic fibrosis or advanced diabetes require ongoing customized care, and new diseases, such as the H1N1 virus, COVID-19 periodically show up, demanding intense discovery and problem solving. Problems small and catastrophic, unique, and recurring are the norm. The kind of teaming that is needed to find and solve problems involves keen observation from multiple perspectives, timely and open communication, and quick decision making. The stakes are high particularly in the ICU or an operating room. Errors can have dire consequences. Morath had a single-minded goal to avoid harming hospitalized children. She aspired to achieve 100 percent patient safety at Children’s at a time when medication errors were rarely discussed among caregivers, let alone by senior management, and were widely considered

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