Teamwork and Communication: The LEPS Project Benefits Both Students and Seniors


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An ongoing 7-year partnership between the University of Saskatchewan and LutherCare Communities provides an opportunity for health professions students in the “Longitudinal Elderly Person Shadowing (LEPS) Project” to learn with, from and about their senior partners through a series of social events and structured small group visits. Participating students learn about health issues associated with aging, gain an appreciation for events that have shaped their senior partners’ lives, examine their own attitudes towards older adults and aging, and experience the benefits and challenges of working in interprofessional teams, while participating seniors enjoy sharing their wealth of knowledge and experience with the students whom they find to be professional and full of vitality.

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  • Say this: Slide Timing: 2 min

    LPS is a system when used correctly is designed to develop every person in the organization into a safety leader.
    From the senior executive to the front line worker.
    For this to happen every person in the line chain of command must steward their direct reports.
    If there is a missing link in the chain, we will not obtain the desired performance results.
    Stewardship in it’s simplest form is face to face conversations about LPS tool use at the workplace.
    Worker behavior can be changed through effective LPO feedback sessions, SPSA discussions and V&Vs.
    We cannot change behavior by simply looking at numbers (i.e. metrics). We need to get out to the workplace and change behavior one F2F conversation at a time.
  • Say this: Slide Timing: 1 min

    There are four critical skills that every leader needs to be proficient at in order to be effective with their LPS stewardship activities
    They are; providing feedback, coaching, mentoring and facilitation.
    We will look at each one of these core competencies in more detail on the next sets of slides.
  • Say this: Slide Timing: 2 min

    Repeated positive reinforcement of desired behaviors will make the right way so attractive that the individual will have less desire to take the substandard way.
    What is reinforced tends to become stronger
    What is not reinforced tends to fade away
    Feedback should always be face-to-face (F2)
    The need for since recognition is amongst the most basic powerful psychological hungers which people have.
    When the need is not reinforced, people will stop trying hard to get recognition.
    Leaders may inadvertently contradict their true support for the safety.
    Overlooking safety infractions no matter how small send the message that it is acceptable to deviate for standards.
    i.e. Short cutting procedures and acceptable practices is positively reinforced or tolerated (FC#3)
    Our job as leaders is to break down barriers to peak performance through frequent, respectful, and open communication between all people.
  • Say this: Slide Timing: 2 min

    Coaching is a vital leadership skill that encourages people to achieve their maximum potential.
    Some studies show that in a typically organization, the average person only needs to expend a 40% effort to maintain their job.
    Through effective coaching we can increase motivation and performance by 40%.
    Some psychologists call this difference in performance “discretionary effort” or “going beyond the call of duty.”
    During short periods of time, workers will be able to achieve peak performance of 100% effectiveness.
    People think with emotions. If you want the attention of a person and for them to grasp the meaning and significance of your message find an emotional plug. A sincere emotional appeal can produce immediate motivation and action.
    Don’t overlook the personal side or reason to be a coach. It lets you build relationship, trust, rapport and break down barriers with the workforce.
    Coaching helps you keep in touch with your employees and work with them as individuals to strengthen performance.
  • Teamwork and Communication: The LEPS Project Benefits Both Students and Seniors

    1. 1. LPS Leadership Corporate Separateness Notice This document was prepared for planning, analysis and discussion purposes only. The final decision regarding any plans contained herein cannot be made until relevant management has reviewed and approved or endorsed such plans. Nothing contained herein is intended to override the corporate separateness of affiliated companies. Working relationships discussed in this material do not necessarily represent a reporting connection, but may reflect a functional guidance, stewardship, or service relationship. Where shareholder consideration of a local entity matter is contemplated by this material, responsibility for action remains with the local entity. References to “ExxonMobil,” “EM,” “Global Real Estate & Facilities,” “GREF,” “RE,” “Facilities,” “RE/F,” “EMES,” “GRE,” “we,” and “our,” and references to countries and other geographic areas are used for convenience and may refer to one or more of Exxon Mobil Corporation and its affiliates. All actions contemplated herein are subject to observance of corporate separateness principles and other requirements of applicable laws and contractual arrangements. Competitor data is based on public sources. Calgary March 12, 2014
    2. 2. LPS Leadership  Rex Tillerson Video…..
    3. 3. “Leadership Owns Safety Performance” “The culture of safety starts with leadership – because leadership drives behavior and behavior drives culture.” Rex Tillerson, Chairman and CEO of ExxonMobil Corporation, Statement to the National Commission on the BP Deepwater Oil Spill and Offshore Drilling November 9, 2010 Ultimately, our leadership will determine our safety performance
    4. 4. You Cannot Buy a Safety Culture… ”When an organization reaches the point where everyone owns the system and believes in it, only then at that point, the culture of safety and operational integrity has been established that can be sustained — when it enters the hearts and minds of the people of the organization and becomes a very part of who we are.” “You cannot buy a culture of safety off the shelf—you have to craft it yourself.”
    5. 5. LPS Milestones Assessing GREF culture using the four LPS milestones  Milestone 1 – Implement LPS – Train the workforce  Milestone 2 – Just do it – Use the tools  Milestone 3 - Improve quality through stewardship and accountability – LPS starts at the top and works it way down  Milestone 4 – Full integration – Critical part of daily business activities
    6. 6. LPS Leadership Fundamentals  LPS is a leadership development system – From the senior leader to the front line worker – Everyone participates and takes full ownership for results  LPS is designed to change an organization’s safety culture through effective LPS stewardship – Requires committed and engaged leaders  Stewardship in it’s simplest form is face to face (F2F) conversations to promote proper tool use and quality – Behavior is best molded and shaped through face to face conversations Front Line Worker Supervisors First Line Managers Middle Managers Senior Managers
    7. 7. The Effective LPS Leader Leadership Mentoring Facilitation Feedback Coaching An effective LPS Leader develops others through:  Feedback  Coaching  Mentoring  Facilitation
    8. 8. Feedback Fundamentals  Positive Reinforcement for correct behaviors increases performance – Behavior not reinforced fades away  Should be face to face (F2F)  Everyone has a strong desire for feedback  It is estimated that 50% of performance issues occur because of lack of feedback  Never overlook a safety infraction not matter how small  Frequent, respectful, and open communication is key Specific Observation Effective Feedback Increased Motivation Improved Performance
    9. 9. Coaching Fundamentals  Coaching encourages people to achieve their maximum potential – Reinforces what people are doing well – Transforms undesirable behavior  Coaching maximizes performance – Motivates people to increase their performance by 40% or more  Appeals to feelings and attitudes is more motivational than appeals to only reason  Coaching allows opportunities for leaders to get to know and understand what motivates their people Performance 20% Peak Performance 40% Productivity/ Determined by Motivation 40% Necessary to keep job
    10. 10. Effective Coaching • The most effective and motivational coaching is always Immediate • People are most receptive when coaching immediately follows an event that warrants recognition or correction • Be Specific • State exactly what the person did well or needs to be improved • Make it Interactive • Coaching should be a discussion, the person being coached should do the majority of the talking • Use open ended questions to encourage participation Use Active Listening techniques, it will provided valuable insight in how this person thinks and what is motivating the behavior
    11. 11. Effective Coaching Continued 1. Describe the undesirable behavior – Be specific 2. Have person explain potential consequences of behavior a) Ask “What could go wrong?” and “What is the worst thing that could happen?” b) Make it personal. How does this affect health, family and career? 3. Discuss and agree on “acceptable” behavior 4. Ask person for commitment to behavior change 5. End discussion on positive note
    12. 12. LPS Leadership - Coaching Case Study #1  A worker is not performing adequate SPSAs. The worker always provides the same response or shares a poor quality SPSA. Describe how you would coach this worker. Case Study #2  A worker was involved in a serious line of fire near loss where they were almost struck by a overhead load. The worker wasn’t paying attention and entered a flagged off area. However, the worker did report this incident to the supervisor immediately. Describe how you would coach this worker.
    13. 13. Is Mentoring Important?
    14. 14. Mentoring Fundamentals  The goal of mentoring is to make the mentee more self-reliant and successful by: – Sharing knowledge, wisdom and experience – Hands on instruction to enhance ability and motivation  Mentors who role model desired behaviors send a strong and long lasting example of expected performance Actions of leaders are among the most powerful motivational forces available
    15. 15. "Before you are a leader, success is all about growing yourself. When you become a leader success is all about growing others.” Jack Welch What is a Great Mentor? GOOD MENTORS GREAT MENTORS Tells the person what to do Helps the person realize strengths and potential Gives direction Facilitates the development of abilities Explains what a leader is Walks the talk – is a visible leader
    16. 16. Effective Mentoring  “Tell” the person what activity they will do – Explain why it is important – Communicate performance expectations – Share hints/best practices on how to do the activity well  “Show” the person how to do it well – Demonstrate the activity or skill, showing each critical step – Make sure the process is followed completely  Let the person “Do” the activity while you observe – Have the person do each step – Offer positive and constructive feedback – Ensure each step of the activity is mastered TELL SHOW DO
    17. 17. LPS Leadership - Mentoring Case Study #1  You are a manager with 4 supervisors that report to you. Two of the supervisors do very poor quality LPOs, especially with root cause analysis and LPO feedback sessions. What would you do as a mentor to improve the LPO process? Case Study #2  During an LPS field assessment it was identified that quality SPSAs were not being performed and that the supervisors were not asking on a regular basis. What would you do as the mentor to improve SPSA quality?
    18. 18. LPS Leadership REFRESHMENT BREAK