Bridging the Gap

"In general, there are five to seven competencies that leaders need to master—and then everything else falls into place. These competencies can be organized into three categories: (1) Thinking things through clearly and making good decisions, (2) Getting things done and personal accountability, and (3) Connecting with and through other people."

- Ron Price

A Case Study: Developing Transformational Leadership

Learn how one organization worked with Ron Price to create a leadership development program that went far beyond the traditional training

Business Challenge

Hospital executives noticed they had a number of nurses moving into management positions without any formal leadership training. While some of the new managers had good supervisory skills, others struggled in their roles. The executives noticed the gap between skill in nursing and managerial capabilities.

Solution

  • A one-year leadership development program for those in supervisory roles
  • Provide a learning environment with ongoing momentum
  • Help the individuals better understand and develop their leadership capacities in relation to their specific roles
  • Individually complete the TriMetrix® HD Talent assessment, which maps talent patterns in three different dimensions: behaviors, motivators and cognitive structure
  • Have each leader fill out a self-assessment of their mastery of 25 different leadership competencies
  • Since there were several people needing similar training, the entire group could work together to strengthen leadership skills, rather than one manager at a time, which saved the organization time and money.

The initial focus was on identifying the biggest issues the group faced and determining the effort of the yearlong development program. The leaders went through 25 leadership competencies and identified the areas that were of crucial importance. The training then focused on helping leaders master the key competencies they identified as important to their work at the hospital; this was accomplished through coaching, online learning modules, and group projects and presentations, among other learning modalities. Participants found imaginative ways to present and teach simple concepts, including skits, songs and other creative approaches. By teaching these concepts to the group—rather than passively learning them—the nurses not only understood the competencies more fully, but they also became more engaged in the learning process.

The program also:

  • Walked leaders through their personality talent profiles in detail to help them understand their behavior styles, strengths and weaknesses; communicate more effectively; and become more aware of the differences in others
  • Taught the leaders what motivates people so they could align their work and management style in a way that motivates their teams and eliminates conflict
  • Helped the group to identify and define the key results that reflect superior performance in each of their jobs and then list the activities, traits and competencies necessary to achieve those results
  • Taught Acumen Capacities and Cognitive Structures to help show how biases affect decision-making and judgment, with a focus on teaching the leaders to be more intentional and aware when making decisions
  • Reviewed Emotional Intelligence reports to help individuals gain a better understanding of intrapersonal skills: self-awareness, self-regulation, empathy and motivations
  • Set up peer coaching relationships so trainees could help each other between sessions and be mutually accountable for growth within the program and beyond
  • Provided the leaders with opportunities for personal development, great conversations and teamwork—all with a focus on developing leadership competencies.

Results

  • Participants enjoyed the program because it included many different learning methodologies and modalities (self-assessment, psychometrics, lecturing, teamwork, peer coaching, etc.)
  • The group saw a positive change in their leadership abilities and felt the program gave them the tools to sustain that change
  • The participants had a desire to continue to build upon what they had learned and further improve their skills
  • Communication within the group and with their subordinates improved dramatically
  • Individuals were empowered with the tools to handle difficult situations, resulting in less team conflict and quicker resolution of workplace issues
  • The individuals in the program gained clarity about the activities, traits and competencies needed in themselves and their subordinates in order to produce key results. There was also a notable increase in personal accountability, and the hospital executives noticed that the nurses’ leadership abilities dramatically improved.

The individuals in the program gained clarity about the activities, traits and competencies needed in themselves and their subordinates in order to produce key results. There was also a notable increase in personal accountability, and the hospital executives noticed that the nurses’ leadership abilities dramatically improved.