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​In this article you will learn why experience and skills are not enough to assure the highest levels of success and sustainability with improvement initiatives in healthcare. The reason this is true has to do with...quicksand. 

For more about leadership power failures see
Black Holes--an invisible danger to change initiatives

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​To assure success with improvement initiatives, leaders must take on two key actions themselves if they want to sustain the necessary alignment. 
 
Neglecting or delegating these responsibilities is like pulling the plug on the best results, spread, and sustainability. 

Institute for Healthcare Improvement Blog Post. Access at
How to Use Supervision to Create Psychological Safety

​This blog post shares survey results which indicate that conversations between leaders and their direct reports too often do not address concerns and challenges. 

This is in stark contrast to research which shows that addressing what is important to each person and his/her pain points significantly improves performance, learning, and innovation. The article defines action steps supervisors can take to promote a psychologically safe work environment which enhances speaking up about concerns. 

To learn more about Leadership Practice Sprints as a method to transcend your Upper Limits see Sprints.

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​In this article you will learn how experienced leaders detect and transcend their upper limits. 

Additional resources
For more information about getting support in strengthening your practice, see Adaptive Sprints.

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In this article, you will learn from a real-life situation how to enable the right start in tackling hard relational problems at work. 

Reference

1. David V. Day The Difficulties of Learning From Experience and the Need for Deliberate Practice Industrial and Organizational Psychology 3: 2010

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Additional resources to develop your practice:

• Subscribe for free monthly articles and you will have access to a Resource Guide.
• Think about joining the Four Week Challenge on March 25 for $99.
• Contact me for a free exploratory meeting to look at options. 

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 This article focuses on a huge challenge to being at our best as leaders: how to learn “in the Wild” (1)—that is, in actual day-to-day worklife where we face a persistent storm of complexity and stress. 

References
1. Beer, Michael High Commitment, High Performance Jossey-Bass 2009
2. Conner, Daryl R. Managing at the Speed of Change Villard Books 1992
3. Crosby, Robert P. Solving the Cross-Work Puzzle VIVO! Publishing 2010 
4. Scherr, Allen L. and Jensen, Michael C. A New Model of Leadership Harvard NOM Research        Paper No. 06-10, Barbados Group Working Paper No. 06-02, 2007

Tool for Ongoing Review Meetings
Available for subscribers only. For free monthly articles and a link to additional resources, click on Subscribe. You may unsubscribe at any time. 

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In this article you will learn about black holes and how to prevent them from endangering change initiatives. ​

Reference

1. Heifetz, Ronald A. Leadership Without Easy Answers The Belknap Press 1994

Additional resources

1. Are flaws in decision making causing conflict and poor alignment--a quick diagnostic
2. We have a consensus!....?

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References

1. Wheatley, Margaret J. Leadership and the New Science: Learning about Organization from an Orderly Universe Berrett-Koehler Publishers Inc. 1994
2. Rodin, Scott R. The Steward Leader InterVarsity Press 2010
3. Sull, Donald and Eisenhardt, Kathleen M. Simple Rules: How to Thrive in a Complex World Houghton Mifflin Harcourt 2015

Additional Information and Resources

1. For more information on Simple Rules (also called In-the-Moment Leadership Strategies) see website at neilbakerconsulting.com.
2. Subscribers can reference the Resource Guide. If you wish to subscribe for free monthly articles and link to this guide, click on Subscribe. You may unsubscribe at any time. 

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References

• Coaching methods
  • How To Coach When There Is No Time
• Setting team norms
  • An Easily Missed Ingredient for High Team Performance
• Feedback and going first
  • Vulnerability, results, and leadership
  • Teamwork as perpetual feedback
• Clear, consistent decision making
  • Are flaws in decision making causing conflict and poor alignment?

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​In this article you will learn how to give direction and coach at the same time. This is one of the more difficult balancing acts in leadership and it is crucial to the best results.