MedRecruit's Managing Director, Dr Sam Hazledine, discusses stronger leadership though being open to critique, and effective problem solving. To watch this presentation visit: http://youtu.be/A6-J0mcxANo http://www.medrecruit.com/ https://twitter.com/MedRecruit‎ http://www.linkedin.com/company/medrecruit-limited https://www.facebook.com/MedRecruit http://medrecruit.blogspot.co.nz/

1. ‘No
Surprises’
Leadership
Dr
Sam
Hazledine

2. Why
is
‘No
Surprises’
cri4cal?
• No
one
wants
to
be
blind-­‐sided
• Surprises
are
o7en
unpleasant
• Unpleasant
surprises
are
o7en
a
crisis
– Urgent
– Must
react

3. ‘No
Surprises’
is
a
two-­‐way
street
• No
surprises
leadership
goes
two
ways
– Up
– Down

4. What
is
the
problem?
1. Staff
members
might
delay
telling
managers
about
a
problem,
so
it’s
a
crisis
by
the
Cme
it’s
revealed
– But
this
is
the
symptom
of
7
(+1)
root
problems
2. Insufficient
analyCcs
and
leading
indicators
–
flying
blind

5. What’s
the
solu4on?
1. Are
there
‘sacred
cows’?
2. How
you
pre-­‐frame
problems
3. How
you
respond
to
criCcism
4. How
you
separate
‘whining’
from
‘alerCng’
5. How
quickly
you
solve
problems
6. How
transparently
you
solve
problems
7. How
clear
you
are
about
your
span
of
control
+1…

6. 1-­‐
Are
there
‘sacred
cows’?
• Have
you
made
anything
‘off-­‐limits’?
• Encourage
a
culture
of
constant
and
never
ending
improvement
where
anything
can
be
quesConed

7. 2
-­‐
How
you
pre-­‐frame
problems
• Do
you
make
problems
synonymous
with
failure,
or
with
success?
• Blame
Vs.
Act
• Problem
Vs.
SoluCon

8. 3
-­‐
How
you
respond
to
cri4cism
• Are
you
defensive
or
argumentaCve?
• Are
you
open
to
criCcism/feedback?
– Self
– AcCons
• When
people
criCcise
do
you
make
them
feel
beli_led
or
unheard?
• It
only
takes
a
few
negaCve
experiences
for
people
to
simply
avoid
the
discomfort
of
dealing
with
you
on
touchy
subjects

9. 4
-­‐
How
you
separate
‘whining’
from
‘aler4ng’
• No
Moan
Zones
are
great
–
but
not
if
it
means
people
don’t
share
bad
news
• In
tough
Cmes
it’s
easy
to
lose
tolerance
for
complaints
• Remember
each
person
has
a
different
reason
for
their
grievance
-­‐
listen

10. 5
-­‐
How
quickly
you
resolve
problems
• If
you
fail
to
respond
to
problems
people
lose
trust
in
you
and
stop
bringing
you
problems
• If
you
avoid
difficult
conversaCons
then
people
don’t
bring
you
real
problems

11. 6
-­‐
How
transparently
you
solve
problems
• People
need
to
know
that
if
they
take
the
risk
of
bringing
a
problem
to
you
that
you
take
them
seriously
• Great
leaders
follow-­‐up
on
soluCons
and
turn
them
into
teaching
moments
for
staff
• If
you
don’t
solve
their
problems
transparently
expect
them
to
work
around
you
and
undermine
your
leadership

12. 7
-­‐
How
clear
you
are
about
your
span
of
control
• Be
honest
about
what
you
can
and
will
do
• Take
acCon
–
you
have
the
responsibility
even
if
you
can’t
personally
effect
the
soluCon
– ‘That’s
not
my
job’
and
‘that’s
not
my
department’
aren’t
appropriate
answers
• Control
the
situaCon
or
the
percepCon

13. +1
–
How
open
you
are
• What
signals
are
you
sending?
– Facial
expressions
– Body
movements
and
posture
– Gestures
– Eye
contact
– Touch
– Space
– Voice
“What
you
do
speaks
so
loud
that
I
cannot
hear
what
you
say.”
Ralph
Waldo
Emerson

14. Nonverbal
communica4on
• Be
totally
present
• Manage
stress
in
the
moment
– Stress
compromises
your
ability
to
communicate
• Develop
emoConal
awareness
– Read
other
people’s
cues
– Build
trust
–
nonverbal
and
verbal
match
– Respond
in
ways
that
show
you
understand,
noCce
and
care
• Reading
body
language
– Pay
a_enCon
to
inconsistencies
– Look
at
nonverbal
communicaCon
signals
as
a
group
– Trust
your
insCncts

15. Analy4cs
and
leading
indicators
• KPIs
are
achieved
through
CriCcal
Drivers
• If
you
have
the
right
CriCcal
Drivers
you
can
predict
the
achievement
of
KPIs
• If
you
achieve
all
CriCcal
Drivers
and
not
your
KPIs
then
you’re
missing
CriCcal
Drivers
• CriCcal
Drivers
are
therefore
important
to
‘no
surprises’
and
also
to
success

16. Turning
it
on
its
head
• As
leaders
we
don’t
want
surprises,
and
neither
do
our
people
• Remember
75%
of
iniCaCves
fail
due
to
lack
of
engaging
the
staff
• Inform,
be
transparent,
and
engage
with
your
team
so
they
know
what’s
coming
• Share
the
good
and
the
bad
–
ask
for
their
help

17. Summary
•
•
•
•
As
leaders
the
less
surprises
we
have
the
be_er
we
can
run
things
Our
teams
need
what
we
need
Get
be_er
analyCcs
Personal
leadership
to
reduce
surprises:
–
–
–
–
–
–
–
–
Remove
‘sacred
cows’?
Pre-­‐frame
problems
as
a
necessary
part
of
success
Respond
openly
to
criCcism
EffecCvely
separate
‘whining’
from
‘alerCng’
Solve
problems
quickly
Solve
problems
transparently
Be
clear
about
your
span
of
control
+1
Nonverbal

18. Not
all
surprises
are
bad…
“One
of
the
greatest
discoveries
a
man
makes,
one
of
his
great
surprises,
is
to
find
he
can
do
what
he
was
afraid
he
couldn't
do.”
Henry
Ford