1. Leveraging the Leader in You
Les Wallace, Ph.D.
May 2, 2015

2. Final Exam
 Based upon today’s discussion,
what might you consider doing
differently?
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3. Today’s Audience
 How many of you are in CoANA
leadership?
 How many of you have been a CRNA 5
years of less?
 How many of you have been a CRNA at
least 6-15 years?
 How many of you have been a CRNA for
over 15 years?
 What’s your practice setting: inpatient?
Ambulatory? Rural?
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4. Are leaders born or made?
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5. Does Everybody Have
Leadership in Them?
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6. Foundations of Leadership
We Want to be respected.
We Want to feel valuable.
We Want to be successful.
We Are uncertain about Our future.
Get complacent when times are going well.
Wonder what our leaders are thinking.
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7. Traditional Views of
Leadership
 In charge of others.
 Position of power over budgets and people.
 Directing decisions about the future.
 Leading the creation of new products, services,
processes, partnerships.
 Recognized by others as the “face” of the department
or organization.
 Doing something “to” someone rather than “with or for”
someone.
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8. Another View of
Leadership
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9.  Warren Bennis, Learning to Lead: A Workbook on
Becoming a Leader (2003).
 Marcus Buckingham, et. al., Now Discover Your
Strength (2001).
 Robert Goffee and Gareth Jones, Why Should Anyone
Be Led by You? (2009).
 Daniel Goleman, Emotional Intelligence: Why It Can
Matter More Than IQ (1995).
 James Kouzes and Barry Posner, The Leadership
Challenge (2002).
 Michael Marquardt, Leading with Questions: How
Leaders Find the Right Solutions by Knowing What to
Ask (2014).
 Simon Sinek, Start with Why (2011)
 Michael Unseem, The Leadership Moment (1998).
 Les Wallace and Jim Trinka, A Legacy of 21st Century
Leadership (2007)
 Daniel Yankelovitch, The Magic of Dialogue (1999).
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10. Contemporary View of
Leadership
 People watch how you behave
everyday and it’s influential—good and
bad.
 We are all contributors at some point.
 We all “lead” ourselves.
 Leadership requires micro as well as
macro contributions.
 Every professional touch you have as a
clinician is RIPE for leadership.
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11. Contemporary View of
Leadership
Leadership is a personal commitment
to yourself and others…
…to inspire vision and hope,
…develop self sufficiency,
…and assure outcomes valuing the
quality of life and work.
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12. Think About a
Professional Role
Model You Have…
 What one “leadership” characteristic of this person
is most impressive to you?
 Do you think you can become better by watching
how this person navigates professional life?
 When you confront personal or professional
dilemmas, ask yourself…
“What would they do in this situation?”
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13. Contemporary View
of Leadership
You can not, not lead!
Even good followers are providing support—
and support is servant leadership.
 You lead someway with your family--helpful, encouraging.
 You lead someway in your social circle--supportive, ideas.
 You lead someway in your work team--even just doing your
job.
 You can choose to lead in the larger organization.
 You can choose to lead in the local / national community.
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14. Contemporary View
of Leadership
Think of a personal role model you’ve had
in these domains:
 Family
 Social circle
 Work team
 Your larger organization
 Local / national community.
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15. Contemporary View of
Leadership
 Leaders are learners—they do not have the same
portfolio of capabilities and perspective year to year.
 If you’re the same leader as last year you’re not
learning. Ask yourself—how are you different?
 Leaders help others be successful—the servant
part.
 Directing others is coordination and herding—
possibly leadership if done right but often mistaken
for leadership.
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16. What to ask the
person in the mirror?
“There comes a point in your
career…when the best way to figure out how you’re
doing is to step back and ask yourself a few questions.
Having all the answers is less important than knowing
what to ask.”
Who am I / are we?
What is leadership?
How well am I / are we leading?
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“What to Ask the Person in the Mirror,” Kaplan ( HBR 1/07)
“Why Should Anyone be Led by You,?” Goffee & Jones (HBR 9/10)

17. Why I know you have Leadership
in You
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① You’ve had a self directed desire to learn. You’re
curious, driven and willing to put up with the dilemmas
of clinical and systems complexity.
② You most likely had “coached” experiences:
Experience is a good teacher, coached experience
in a great teacher. Someone took time to help you
sort through and navigate choices.
③ Most of you have had good role models. You’ve
watched others in leadership positions who you
admire. And witnessed others who were awful.

18. 21st Century View of Leadership
“Distributed Leadership”
“Servant Leadership”
”A good leader inspires people to have
confidence in the leader, a great leader
inspires people to have confidence in
themselves."
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19. Translating to the Workplace
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20. Translating to the Workplace
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What are some typical challenges you
find in the workplace?
No wrong answers here.

21. Foundations of Leadership:
Competencies in the Workplace
 Interpersonal competence
 Team collaboration
 Influencing upward
 Developing others
 Navigating the future:
Personal and Professional
 Self-awareness
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22. Foundations of Leadership
in the Workplace
What are your strengths?
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80% greater return on investment
by enhancing an existing leadership
strength than from working on
A leadership weakness.

23. Foundations of Leadership
in the Workplace
Fatal Flaws in leadership.
A fatal flaw is a severely limiting
capability that if not corrected
tends to derail leadership
potential.
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24. Fatal Flaws of Leadership
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25. Interpersonal Competence
Interpersonal competence is the
ability to choose a type of
communication that is most effective
in a given situation.
This competency empowers individuals
to achieve the goals of any
communication in a manner that is best
suited for all parties involved.
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26. Emotional Intelligence
 Self-awareness—recognize, understand your own moods,
emotions and drives.
 Self-regulation—controlling or redirecting disruptive
impulses.
 Internal motivation—a learning curiosity and passion for
achieving.
 Empathy—understanding the emotional intelligence in
others.
 Social skills—maintaining relationships and building
networks.
Emotional Intelligence: Why it can matter more than IQ, Daniel Goleman
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27. Interpersonal Competence
How many extroverts do we
have in the audience?
How many introverts do we
have in the audience?
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28. Interpersonal Competence
How many ambiverts
do we have in the audience?
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29. Interpersonal Competence
 Interacting with others in a positive and
productive manner.
 We used to call this people skills.
 Not the ability to be friendly in a social setting.
 Adapting to the multifaceted styles and
personas in the workplace or the political
arena.
 Staying calm, clear, focused and appreciative.
 Interpersonal competence is a foundational
competency to career and personal success.
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30. Interpersonal Competence
 Appreciative listening.
 Conflict management and negotiation.
 Facilitation skills.
 Assertiveness.
 Self disclosure.
 Initiating relationships.
 Giving feedback.
 Self Awareness
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31. Team Collaboration
 Cooperative or coordinated effort
on the part of a group of persons
acting together as a team or in
the interest of a common cause.
 Team is not simply a “group of
people doing what I say.”
 Nor simply cooperation—we
teach that to Kindergarteners.
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32. Team Collaboration
“Teamness” is an expected
interdependency that is supportive, focused
and appreciative.
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33. Improving Team Collaboration
 You want to improve teamwork in your team?
Have them define what they want it to be!
 Model the team collaboration and
communication behaviors you hope to see in
others.
 Encourage others with team contribution
skills: encouraging, summarizing, clarifying,
assisting, appreciating, organizing.
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34. Team Collaboration Behavior
 Shares information other team members need to be successful.
 Offers solutions and options rather than focusing on griping or
criticism.
 Works with the ideas of others to find effective and efficient
answers—ignores bullies and grumpiness.
 Takes personal initiative for working out problems with other
team members.
 Stays cool despite different personalities and problems of team
members.
 Willing to take on a variety of responsibilities within the team.
 Advocates for system changes to improve work and patient
quality. Personal Success in a Team Environment, Wallace (2014)
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35. Influencing Upward
Today’s workplace has four domains of performance
engagement:
① Technical competence. Without this: no
influence.
② Teamwork. Credibility comes from teamwork.
Most performance accomplishment is team
accomplishment.
③ Customer / patient focus. Everyone influences
this.
④ Participation in workplace improvement.
Influencing improvement, teamwork!
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36. Influencing Upward
 Workplace improvement requires:
 Your active participation in problem solving.
 Suggestions for quality & process improvement.
 Engagement in workplace change and
transformation.
 You DON’T HAVE TO WAIT to be asked for ideas.
 Where do you see possibilities for improvement?
 How might it save money, improve quality, provide
a better patient / family experience?
 What considerations of implementation need to be
thought through?
 Lob the softball: “What about…?”
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37. Influencing Upward: Every Chief
or Manager Wants to Know?
 How will your idea impact quality
and patient safety?
 How will your idea impact a more
efficient OR?
 How will your idea contribute to
improved teamwork?
 Any financial impact of your idea?
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38. Use an “Executive Summary”
or
Decision Memorandum Approach
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① Recommendation or Current Status: 1-2
sentences.
② The Context: 1-2 short paragraphs.
③ Briefly highlight supportive data and
evidence.
④ Resource implications?
Exceptional executive summaries can be
accomplished in one page. Some with
more complex data may require 2.

39. Developing Others
How many teachers do we have in the room?
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40. Everyday View of Leadership
 Leaders develop others—they teach, coach and
share relentlessly.
 Most leaders have a “teachable point of view” much
of which derives from stories about lessons learned
and choices made.
 Virtually everyone has a teachable story.
 They call out and appreciate the strengths of others
and help them get in position to make those
strengths count even more.
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41. Developing Others: Mentoring
 “Mentoring” is helping people navigate careers
and learning pathways to embed the lessons of
leadership and make positive choices along the
way.
 Mentors tend to ask more reflective questions
than make declarative statements.
“Can I help?”
“Would you mind a suggestion?”
How many of you have a mentor?
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42. Developing Others: Coaching
 “Coaching” is about specific feedback and
guidance around performance specific
capabilities.
 Helping with “clarity of expected outcomes.”
 Teaching techniques, approaches, strategies.
 Using reflective questions to help sort out
dilemmas: “How might you approach this
differently?”
 Appreciating strengths and how to leverage
them.
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43. Do You Think You Might be a
Professional Role Model for
someone else?
ways people learn leadership:
o Modeled behavior
o Coached experience
o Self-study
 Who do you think is watching your leadership most closely?
 What do you hope they have seen in the last month that
demonstrates good leadership?
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44. Navigating the Future
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Every life, job, service, product, and organization
has a lifecycle of change.

45. Navigating the Future
Who knows what their future is?
 We all plan and hope but we also
have to constantly recover from the
last misstep or obstacle and reset
our compass.
 “Life is a series of recoveries!”
Les Wallace
 In the workplace the future is about:
changing technology, organizing
different people, new models of care,
the need to improve.
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46. Navigating the Future
So how does the leader in you address this at work?
“The future is already here—it’s just not evenly
distributed yet.”
 Stay informed—you can see the future if you look
hard enough. The “ever present future.”
 Ask the opinion leaders—what do you see coming
next? In practice? In the clinical setting overall? In
hospitals? In reimbursement?
 Have ideas for adaptation when changes come and
ideas to change now when you think it can be better.
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47. Navigating the Future
Help rally people to a better future—that’s leadership!
Find like minded thinkers / doers—ones who face
adversity and change with problem mindedness—and
build a coalition.
Do your homework and help people find answers to these
questions:
 Why do we need to change?
 Where exactly is this new destination / model?
 How will we get there—what’s the map?
 What do you need from me? What’s my role?
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48. What Leadership do you think Other
Healthcare Providers
Look For?
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49. Other Healthcare Providers
Look For
 Integrity.
 Good interpersonal and team competencies.
 A learner.
 Commitment to clinical quality.
 Patient centered provider—voice of the patient.
 Coach and teacher—stretching yet sharing.
 Appreciative.
 A voice for the team.
 Consistency.
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50. What Leadership do you Think
Employers Look For?
(Including Educational Programs)
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51. Employers Look For
(Including Educational Programs)
 Integrity.
 Alert corporate citizen, steward.
 Agility / nimbleness with change.
 Self-directed learner—stays current.
 Interpersonal and team collaborator—supportive
and helps others get better.
 Transformational: thinking about constant
improvement overall.
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52. In the End…
Someone, somewhere, is looking to you as a leader?
Watch for it, act like it, grow into it.
They be in unexpected places.
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53. Les Wallace, Ph.D.
President, Signature Resources Inc.
Les@signatureresources.com
 Dr. Wallace is recognized for tracking business environment and workplace trends and their impact
upon business and government. His publications have appeared in Leadership Excellence,
Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well
as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim
Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global,
fast moving business environment. His book, Principles of 21st Century Governance (2013) is being
used by many boards in the profit and not-for-profit sectors to design governance development
approaches.
 His new book, Personal Success in a Team Environment (2014) is used by individuals and
organizations to improve teamwork, career building and success at work.
 Les is a frequent consultant and speaker on issues of organizational transformation and leadership,
employee engagement, strategic thinking and board of directors development and governance. His
clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations
world-wide. Dr. Wallace is also the host resource on the 9Minute Mentor, a series short video
tutorials governance.
 Les has served on the Board of Security First Bank and currently serves on the international Boards
of the World Future Society and Counterpart International. He is a member of the National
Association of Corporate Directors. Les writes an on-line column for CUES Center for Credit Union
Board Education.
 Preview his video series on governance: www.signatureresources “Dr. Wallace on Camera.”
 https://twitter.com/9MinuteMentor
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