1) The document discusses a model for total leadership development called the Total Leadership Process, which involves three phases: becoming real through reflecting on your values and focus areas, becoming whole by assessing your performance and satisfaction across key domains like work, home, community, and self, and becoming innovative through experimenting with changes. 2) It provides examples of leadership experiments like finding a better work-life balance, sharing leadership responsibilities, and organizing charitable team activities. 3) The presenter proposes a six-month total leadership challenge program involving group learning, mentorship, and committing to shared experiments, and invites the audience to participate.

1. 1
Becoming a Total Leader through
Authenticity, Integrity, and Innovation
Christopher Walker, MS, RN, NP, CNS
Chief Nursing Officer and Experience Champion
Sharp Coronado Hospital
San Diego ACNL
Innovations Conference
April 15th, 2016

2. Acknowledgements
• SDACNL Planning Committee
• Sharp HealthCare
• Stewart Friedman
friedman@wharton.upenn.edu
www.totalleadership.org

3. Acknowledgements
Manager and Director Fellowship
3
• A year-long professional development program designed to
provide an in-depth environment of learning.
• The fellowship seeks to support the IOM Future of Nursing
Report's recommendation to prepare and enable nurses to
lead change to advance health.
• Participants strengthen their current skills, acquire new
competencies and continue life-long learning needed for
the next generation of successful nurse executives.
Click for more info from AONE

4. Reflection
4

5. Lean Leadership Model
True North Values
Challenge
Kaizen Mind
Go and See
Teamwork
Respect for Humanity
Commit to
Self
Development
Coach and
Develop
Others
Support
Daily
Kaizen
Create
Vision and
Align Goals

6. Leadership Development
▪ Commitment to lifelong learning
▪ Personal motivation and initiative
▪ Emotional intelligence
▪ Seek out professional mentorship
▪ Works through the novice to expert cycles
Shu Ha Ri

7. Total Leadership
7
© Total Leadership. All rights reserved. Downloaded from www.totalleadership.org

8. Work Life Balance
8
WORK
COMMUNITY
SELF
HOME
Emotional
Health
Physical
Health
Relaxation
Spirituality
Extended
Family
& Friends
Prof. Org.
Interorg.
Collaborators
PTA
Board
Member
Faith
Groups

9. Contemplate
Core Values
and where
you focus
your
attention
Imagine the
leader you
want to
become
Assess your
satisfaction
and
performance
in all 4
domains
Reflect
and
grow
Confirm and
correct
those
perceptions
through
stakeholder
dialogue
Experiment
to achieve 4
Way Wins
Being Real
Being Whole
Being Innovative
Total Leadership Process

10. Being Real
What is your Leadership Vision?
What is Important? List and Contemplate your Values (5-9)
10
Family
Stability
Enjoyment/Humor
Community
Knowledge
Challenge
Achievement
Advancement

11. Being Real
Where is your focus?
11
© Total Leadership. All rights reserved. Downloaded from www.totalleadership.org
30
40
10
20
45
45
5
5

12. Being Real
12
WORK
COMMUNITY
SELF
HOME

13. Contemplate
Core Values
and where
you focus
your
attention
Imagine the
leader you
want to
become
Assess your
satisfaction
and
performance
in all 4
domains
Reflect
and
grow
Confirm and
correct
those
perceptions
through
stakeholder
dialogue
Experiment
to achieve 4
Way Wins
Being Real
Being Whole
Being Innovative
Total Leadership Process

14. Being With Whole
Assessing your Performance and Satisfaction
14
© Total Leadership. All rights reserved. Downloaded from www.totalleadership.org
30
40
10
20
45
45
5
5
8
8
5
5
8
5
3
2
7 5

15. Being Whole
Who is Important?
15

16. Being With Whole
4 Domain Stakeholder Expectations and Performance
16
Renee
Presence
Assistance/Help
Cecilia
Daddy Time
Presence
Radley
Food
Diaper Change
Bonding
Meditation/
Reflective Learning
8 Hours of sleep
10,000 steps/day
30min x3
Stress level
5
5
10
7
1
2
5
© Total Leadership. All rights reserved. Downloaded from www.totalleadership.org

17. Being With Whole
Stakeholder Dialogue – Life 360
Purpose of dialogues with stakeholders = build trust + gain
support for moving toward your vision.
• Share your values and leadership vision
• Verify, clarify and/or correct performance expectations
• Identify compatibilities/conflicts between stakeholders
• Generate ideas for innovation/experiments
NOTE: You can’t forget your “Dreaded Stakeholder”
17

18. Being With Whole
4 Domain Stakeholder Expectations and Performance
18
Renee
Presence
Assistance/Help
Cecilia
Daddy Time
Presence
Radley
Food
Diaper Change
Bonding
5
5
10
Renee
Presence
Assistance/Help
Adult Conversation
Better Communication
Planning/Scheduling
Appreciation
Cecilia
Daddy Time
Presence
Radley
Food
Diaper Change
Bonding
7
10
10

19. Contemplate
Core Values
and where
you focus
your
attention
Imagine the
leader you
want to
become
Assess your
satisfaction
and
performance
in all 4
domains
Reflect
and
grow
Confirm and
correct
those
perceptions
through
stakeholder
dialogue
Experiment
to achieve 4
Way Wins
Being Real
Being Whole
Being Innovative
Total Leadership Process

20. 4 Way Winners
Annette and Lovely’s Story
20

21. 4 Way Winners
Tracy’s Story
21

22. 4 Way Winners
Susan and Vicki’s Story
22

23. Being Innovative
23
Types of
Experimentation
Time-Shifting and Replacing
Exploring and Venturing
Rejuvenating and Restoring
Appreciate and Caring
Delegating and Developing
Revealing and Engaging
How will your
experiments
result in your
being a better
leader and
having a richer
life?

24. My Experiments
• Finding time/ Choosing
how to use time
• Picking up CeCe
• Long days/short days
• Travel challenge
• Weekends
• Night duty with Radley
• Bring work to home
• The shared leadership
journey
• Planning/scheduling
• Organic Gardening
• Bring home to
work/community domain
• Interview
• Pictures in
office/presentations/stories
• Events/activities
24
Being Innovative

25. Organizational
• Group Participation in Charitable Events
– Heart Walk
– Team in Training for R&R Marathon
– Habitat for Humanity
– Food Bank
• Employee Wellness
– Healthy Living Center
– Fitbit Step Challenges
• Operational Considerations
– No email after 5pm
– No meeting Fridays
25
Being Innovative

26. Being Innovative
Pause and Reflect
• Ongoing learning
– Assessments
– Stakeholder dialogue
– Experiments
• Include your stakeholders in your journey
• Share your story
• Learn from others

27. My Next Experiment
Total Leadership Challenge – San Diego
• 6 month Cycle (monthly meetings and group work)
– Group Discussion
– Group Learning
• Mentorship (Dyads, Triads, 1:1)
• Only Requirement – you have a shared need and
shared commitment
• Sign Up is easy and free
– Christopher.walker@sharp.com
– Reach out to me on LinkedIn
27

28. Summary
Being Real, Being Whole, & Being Innovative