# Presentation: 066640

## HRSA/Delta States Grantees MeetingSustainability Series:Part 4, Leadership for Sustainability

- Community Health Systems Development Team
- Georgia Health Policy Center
- October 2008

## Definition of Sustainability

*Achieving an organizational state where programs and services are continually provided because they have perceived value and receive adequate financial support*

**Notes:**
PRESENTATION PLAN
1. Explain that it’s useful for everyone to start with the same definition and understanding of sustainability. 
 Increases ability to have effective dialogue
 Creates a common language for group
3. Read definition on the slide. Explain key concepts in the definition:
 Defining organizational state
   Important to have the right structure for on-going program implementation – to have your partnerships 
   and working relationships solidified
Valued
I think we would all agree that in order for your programs and services to continue others outside of your consortium must also value and recognize their importance
Financial Support
And they must value them enough that they are willing to support them in a financial way – that does not  always mean with cash, but can also include things that have cash value – such as their time or in-kind contributions
4. Seek reactions and/or questions for clarification.  

Additional Key Points (Optional)
In truth, all organizations should continually consider the sustainability of programs and services; it becomes a mindset or way of thinking.

A key question that every program and service provider should consider: “Are you prepared to continually provide your program and/or services when your grant funding ends in three years?”

(in other words, “Do you have the ‘end’ in mind?”) 

Additional Interactions/Activities (Optional)

## Two Important Questions

- Do you have asking rights ?
- How will you get the money ?

## Positioning for Sustainability

**Communication**
**Evaluation**
**Leadership**
**Return on Investment**
**Strategic Vision**
**Organizational Capacity**
**Efficiency and Practicality**

## Today’s Goals

- Distinguish Roles
- Understand Key Actions
- Apply Practices

## THE ROLE OF THE LEADER

- Part 1

## What it takes

**Leadership**

***Collaborative***

***that takes action to position for sustainability ***

## You May be Thinking...

- But if I focus on making sure we have great results, won’t support show up?

- We have a plan to follow. That’s my job – to execute the work plan.

- I (We) can do this myself (ourselves). Involving a lot of people will slow us down.

- We’ve been funded by the same grant for multiple years. Why worry? Seems like we’re “in.”

- But if I focus on making sure we have great results, won’t support show up?

- Not necessarily. It might take too long to find support at the end of your program....especially if few people are aware of your efforts and progress along the way.

- We have a plan to follow. That’s my job – to execute the work plan.

- Ultimately your job is about creating a successful, enduring program. If planning for sustainability wasn’t a part of your original plan, change the plan. Invest your time in leading.

- I (We) can do this myself (ourselves). Involving a lot of people will slow us down.

- Unless you are going to fund the program yourself, recognize that inviting and involving others is critical to gathering ideas and making connections with influencers.

- We’ve been funded by the same grant for multiple years. Why worry? Seems like we’re “in.”

- In today’s climate of accountability and results, nothing can be taken for granted. Most funders want to provide starter funds and see if the program can sustain itself. Can you?

## Leadership

- Gets great results
- Grows people
- Uses resources wisely
- Fulfills goals

- Leadership plus...
- Creates a shared vision
- Accesses the talents, connections, and ideas of others
- Understands the value of influence

- Collaborative Leadership that positions for sustainability

## KEY RESULTS OF A COLLABORATIVE LEADER

- Part 2

## Results of a Collaborative Leader

- Ensure Knowledge of Program

**Notes:**
There are three results that....

## Result 1: Ensure Knowledge of Program

*A county commissioner hears from a constituent about the success of your program in finding cost-saving ways to share resources. At the Rotary Club meeting, the commissioner sees the director of HR at your hospital (who isn’t involved in the program) and mentions hearing about the program’s success. Your HR director looks surprised and responds that he’s not sure who is involved with that program. *

## Result 1: Ensure Knowledge of Program

**Make yourself known**
**Build ownership**
**Equip everyone with key information and key messages**

- _Examples:_
- Co-workers in the facility recognize the program name and activities and associate you with the program.
- Organization leaders can describe the program and status of the program’s objectives.

## Result 1: Ensure Knowledge of Program

**Make yourself known**
**Build ownership**
**Equip everyone with key information and key messages**

- _Examples:_
- Co-workers in the organization refer to the program as “our” program, not “your” program.
- People in your organization ask about the latest results and stories of success.

## Result 1: Ensure Knowledge of Program

**Make yourself known**
**Build ownership**
**Equip everyone with key information and key messages**

- _Examples:_
- Co-workers in the organization can share the program’s primary goal and major activities.
- Key points about the program are included in organizational newsletters, speeches, Web site, etc.

## React!

**Using one-to-one chat function, send a message to the webinar facilitator that includes the position title of **_**two**_** people in your own organization that need to have greater knowledge of your program.**

## Results of a Collaborative Leader

- Create
- Interdependence

## Result 2: Create Interdependence

- Go it alone.
- Our program is (better, more important, higher priority, etc.) and deserves to be sustained.

**Independence**

- Go it together.
- Our program plays a critical role in the network of services in this community.

**Interdependence**

- vs.

## Result 2: Create Interdependence

- Highlights the value of others’ efforts and builds goodwill
- Creates a demand/need for your service or product
- Makes it easier to have your program exist than not (and thus easier to support)

**Why Interdependence Works:**

## React!

**Using the voting function on the webinar, choose the one action your program team *****already***** does well to create interdependence.**
- A. utilize quality resources of others
- B. share ideas and information with others
- C. share staff, tools, and resources with others
- D. collaboratively plan, advocate, and review

## Results of a Collaborative Leader

## Result 3: Grow Influence

- Influence occurs when civic, business, and political leaders in your community know about and support your program.

- Identify Opportunities

- Share Expertise or Resources

- Connect to Additional Leaders

## Result 3: Grow Influence

- Inform
- Invite
- To share knowledge
- To participate
- To experience
- Involve
- As advisor
- As advocate

- Remember:
- Metaphor - “Millionaires hang out with millionaires...”
- Don’t ask if you don’t mean it; better not to ask at all.

## React!

**Using one-to-one chat function, send a message to webinar facilitator that shares an example of how you have informed, invited, or involved an influential leader in your community (not part of your consortium).**

## Let’s Review

## Let’s Review

- HOW?

**Notes:**
Need to understand the connect between 3 results and 6 practices...how to transition

## Create and execute a plan that uses practices of collaborative leadership  

## PRACTICES OF A COLLABORATIVE LEADER

- Part 3

## Collaborative Practices

- Apply Collaborative Practices to Achieve Results

## Collaborative Practices

## 6 Practices of a Collaborative Leader

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Understanding the context for change before you act
- Someone skilled at this practice would likely...
- - clarify problems before seeking solutions	- seek multiple view points
-  ensure data is properly interpreted		- use a systems perspective
-  use tools to understand needs of community

## 6 Practices of a Collaborative Leader

**Assessing the Environment**

**Building Trust**

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Creating safe places for developing shared purpose and action
- Someone skilled at this practice would likely...
-  use transparent communication		- create credible processes
-  build trust among stakeholders		- “walk the talk”

## 6 Practices of a Collaborative Leader

**Developing People**

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Committing to people as a key asset through coaching and mentoring
- Someone skilled at this practice would likely...
-  be committed to coaching/mentoring others	- help others be successful
-  invest time in others			- define expectations

## 6 Practices of a Collaborative Leader

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Defining shared values and engaging people in positive action
- Someone skilled at this practice would likely...
-  understand community vision		- understand stakeholders
-  create buy-in to action plans		- communicate shared vision

## 6 Practices of a Collaborative Leader

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Developing synergy of people, organizations, and communities to accomplish a shared vision
- Someone skilled at this practice would likely...
-  rely significantly on peer problem-solving	 - have confidence in others
-  be open to being influenced by others	 - encourage others to act

## 6 Practices of a Collaborative Leader

*- from Collaborative Leadership, Inc.*
*www.collaboritveleadership.org*

- Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others
- Someone skilled at this practice would likely...
-  actively listen		- understand other’s perspectives
-  accurately describe personal strengths and weaknesses

## Next Steps

- Take action – complete quick course
- Assess state of leadership
- Develop collaboration plan
- Execute plan using collaboration practices and communication skills
- Find additional resources at _[www.collaborativeleadership.org](http://www.collaborativeleadership.org/)_

- What questions do you have?

## Thanks

- Talk to you soon.
- Next Call February 2009
- Citations in this presentation:
- Collaborative Leadership is a Web site of the Leadership Development National Excellence Collaborative, which is sponsored by Turning Point and funded by The Robert Wood Johnson Foundation.