The Power of Perception

Perception can create a self-fulfilling prophecy. The classic leadership book, The One Minute Manager by Ken Blanchard and Spencer Johnson, shaped my leadership approach. They teach the power of Perception. Consider the story of The Monk and the Travellers:

THE MONK AND THE TRAVELLERS

One day a traveller was walking along a road on his journey from one village to another. As he walked he noticed a monk tending the ground in the fields beside the road. The monk said “Good day” to the traveller, and the traveller nodded to the monk. The traveller then turned to the monk and said “Excuse me, do you mind if I ask you a question?”. 

“Not at all,” replied the monk. 

“I am travelling from the village in the mountains to the village in the valley and I was wondering if you knew what it is like in the village in the valley?” 

“Tell me,” said the monk, “What was your experience of the village in the mountains?” 

“Dreadful,” replied the traveller, “to be honest I am glad to be away from there. I found the people most unwelcoming. When I first arrived I was greeted coldly. I was never made to feel part of the village no matter how hard I tried. The villagers keep very much to themselves, they don’t take kindly to strangers. So tell me, what can I expect in the village in the valley?” 

“I am sorry to tell you,” said the monk, “but I think your experience will be much the same there”. 

The traveller hung his head despondently and walked on. 

A while later another traveller was journeying down the same road and he also came upon the monk. 

“I’m going to the village in the valley,” said the second traveller, “Do you know what it is like?” 

“I do,” replied the monk “But first tell me – where have you come from?” 

“I’ve come from the village in the mountains.” 

“And how was that?” 

“It was a wonderful experience. I would have stayed if I could but I am committed to travelling on. I felt as though I was a member of the family in the village. The elders gave me much advice, the children laughed and joked with me and people were generally kind and generous. I am sad to have left there. It will always hold special memories for me. And what of the village in the valley?” he asked again. 

“I think you will find it much the same” replied the monk, “Good day to you”. 

“Good day and thank you,” the traveller replied, smiled, and journeyed on.

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THE POWER OF PERCEPTION

Tell me how this story impacts you? Does your own perception of situations evolve based on the attitude you bring? Sure makes a difference for me. Choose wisely.

The Problem with Patient Centricity

Join me in a conversation with Mark Doyle from The Method, where we discuss the the challenges and opportunities of patent centricity in healthcare.

IS IT OK TO BE PATIENT OBSESSED? – SUPPORTING PHARMA TO IGNITE AND DRIVE THEIR PATIENT CENTRICITY STRATEGIES

See the article from The Method website DECEMBER 16, 2021 BY CLAIRE

“WE ALL KNOW THAT PUTTING PATIENTS AT THE HEART OF CARE WILL ULTIMATELY LEAD TO BETTER OUTCOMES. BUT WE ALSO KNOW THAT BECOMING TRULY PATIENT-CENTRIC IS NOT ALWAYS EASY.

THE PROBLEM WITH PATIENT CENTRICITY

Mark Doyle, creator of A Life in a Day, hosted a lively and interactive Zoom webinar with Susan Hendrich, Learning Director for Respiratory, Immunology and Infectious Disease at AstraZeneca, about the problem of patient centricity.

Mark and Susan spoke about the barriers to achieving patient-centric working within the pharma industry. From the danger of sacrificing the patient voice for commercial goals and making it meaningful for each and every person within the sector to the difficulty of measuring patient-centric impact.

As one of our clients, Susan is understandably passionate about putting patients at the centre of everything she does, and shares real insight into what patient centricity means to her and how she approaches it in her work.

A major highlight of the session was Mark’s provocation that the term ‘patient centricity’ may in itself be a barrier to achieving it. He posed the radical question of whether, to achieve real patient centricity, we need to find a new term that inspires and motivates change. Acknowledging that the term is contentious and provocative by design, Mark suggested that perhaps we could achieve the goal of patient centricity if we replace it with ‘patient obsessed’. It certainly led to some interesting and thought-provoking conversation!

WHY WE SHOULD BECOME ‘PATIENT OBSESSED’ INSTEAD OF PATIENT-CENTRIC

During the webinar, Mark presented his concerns about the term ‘patient centricity’. With no universal definition, it can be difficult to associate patient centricity with your own work and risks becoming nothing more than a tick box exercise.

“If everybody was truly obsessed with the patient and helping [the] patient, it has the potential to do what patient centricity says it will do, which is to radically alter the treatments, the clinical trials, the way research is conducted, the way it’s communicated to patients, the way hcps interact with patients. I believe it could radically alter and ultimately improve the lives of patients, which is what patient centricity is supposed to do….I just feel like maybe we need to push it a bit further and reignite the benefit and enthusiasm of it.”Mark Doyle

Susan agreed with the idea of being much more focused on the patient and challenged the audience to look at ways they can push this within their own companies. If a business makes the patient its focus and all activities stems from that, the corporate gains will come.

To unlock the potential of patient centricity the industry must go further. The most successful companies will be those who are able to equally balance patients’ needs with commercial goals and operations, making both a priority.

leadership elastic …now that’s fantastic!

Leadership Elastic …Now that’s Fantastic!

I love this article by WordPress blogger, LeadershipFreak:

Stretched, Not Crushed

Every time things start going wrong we look to the leader for solutions. Beware! The pressure to provide solutions crushes leaders. When solutions come from the top, organizations crumble from the bottom.

A C-level leader recently said, “When I wake up stressed out over problems in the night, I know I’ve forgotten it’s about the team. Things go better when I include others.”

Stretching others: Leaders who can’t ask people to do hard things can’t get hard things done. Meaningful contributions require deep commitment and effort. Weak leaders assume others can’t or won’t step up. They rule out before they ask.

Ruling out: That’s too hard for them. Making it easy prevents people from stepping up. Give people the opportunity to do hard things. I’m not suggesting you intentionally make things hard for others.

  1. They already contribute so much. Translation, they can’t make meaningful contribution in new areas.
  2. They wouldn’t be interested.
  3. They’re too valuable where they are. If anyone says that to you, update your resume’.

The big ask: The big ask is about values before programs. Programs, methods, and techniques are small things when compared with the power of shared values. Align shared values before making the big ask.

It’s the team:

Carrying the load alone crushes;
carrying the load together stretches.

Shared values are magnetic; they pull people together. Success is always about people before it’s about programs and initiatives. People committed to shared values make deep commitments to each other. Connections sustain and energize when things get hard. Blame separates and defeats.

How do you ask others to do hard things?

What should be in place before you ask for deep commitments?

via Stretched not Crushed, by LeadershipFreak

Story Spines Can Inspire Change

Once Upon a Time, You Created Change…

Storytelling has long been a vehicle for creating a journey of the imagination, a journey in which a transformation happens. In his March 2012 Fast Company article, “Using Great Storytelling To Grow Your Business,” Kaihan Krippendorff writes about how to use effective storytelling to drive change and growth in an organization. He references a tool called a Story Spine, which is a simple bunch of sentence stems that provide the skeleton for building a story. The Story Spine is a tool developed by Kenn Adams as a way for improvisers (actors who work without a script) to build a classic story.

The basic Story Spine structure

Once there was…
And every day…
Until one day…
And because of that…
And because of that…
And because of that…
Until finally…
And so…

Optional ending line: The moral of the story is…

Sound familiar? Many fairy tales and children’s stories, as well as novels and movies,  fit in this story structure. Elegant & easy! So, what if we could use story spines to map out a vision for changing ourselves? Simple genius! Here’s a great Harvard Business Review article that guides us on using Story Spines to craft a vision for changing our own circumstances: http://blogs.hbr.org/cs/2012/07/a_simple_exercise_to_help_you.html.

Bonus Freebie

There are hundreds of possible Story Spine variations, and here’s one:

  • [The balance]: Once upon a time … and every day …
  • [The un-balance]: But then one day …
  • [The quest for a resolution]: … and because of that … and so … until finally ….
  • [The new balance]: … and ever since that day ….

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Your Turn

Now, how will you use a Story Spine to create change in your own life? Share your thoughts in a comment here!

5-minute Contest: Mentorship and Onboarding

Mentor Me…

Here’s an easy contest to win!

In his article, “Mentoring and On-Boarding: Two Peas in a Pod,” Talent Management’s Frank Kalman makes a compelling case for mentorship as a game-changing onboarding tool. I’m going to take a leap by extending Kalman’s theory, and say that I believe that you (yes, you, dear reader) are an expert in onboarding mentorship. Curious? Read on…

 

You Are an Onboarding Expert

Since you’re reading this post, I’m guessing you’re interested in the topics of mentoring and onboarding (either that, or you’re my mom, who reads all my posts – because that’s what mentors do – invest in their peeps). No doubt you’ve been “onboarded” in an organization before – be it your workplace, your place of worship, or your neighborhood association. And I’m betting that somebody helped you with the ropes when you joined that organization. That mentee experience in itself gives you a certain amount of mentoring mavenship. You know what good (or not good) mentorship feels like.

Let’s now transform this expertise of yours into a reward. It’s time to get you published in the blogosphere!

Contest Guidelines

Take five minutes to participate in this Mini-Mentoring Contest and you could win a featured “Guest Author” spot on the Leadership and Learning Innovation site.  Here’s how:

  1. Take a quick read of Kalman’s brief article, Mentoring and On-Boarding: Two Peas in a Pod.
  2. Answer one or more of the following questions:
    • What role has mentorship played in your own onboarding experiences?
    • What kind of mentorship did/do you provide in helping others to onboard?
    • How can you “pay it forward” for future members of your organization?
  3. Submit your ideas/stories here.
  4. Submission Deadline: Tuesday, July 24th

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Winning Entries

Compelling mini-stories, theories of mentorship, or even 3-word mantras on the secrets of onboarding mentorship will be considered for publication in the next Leadership & Learning Innovation article in this series, “There’s No Ship Like Mentorship.”