Resilience (Mckenna and Pugno,2006, p. 293)
Recognize that it is not possible to know, do or review everything and so establish criteria and processes for filtering inputs in support of intended results
Set and convey boundaries regarding non- negotiable commitments of time, energy, or attention
Maintain commitment to agreed upon values and priorities in alignment with the vision and goals
Conserve energy and resources by focusing attention and action toward key priorities, surrendering control of non-essentials
Resist the temptation to apply resources, energy, or attention to tasks or opportunities that do not support the vision and goals
I begin with insights offered by McKenna and Pugno about Influence. They focus first on the display by physician leaders of professional competence. In this instance, effective health care leadership is based on credibility as knowledgeable and up to date (keeping up with ongoing development, contributing to the field, recognition by experts). This may mean that the physician leader continues to offer medical care (at least part-time) in their area of expertise. They might conduct research, publish, and/or provide training/education.
McKenna and Pugno also acknowledge that it is quite a challenge in a VUCA-Plus environment to remain conversant with what is happening in their field (not possible to know, do, or review everything)—especially given other demands on their time. It is in this management of time and priorities that one finds the resilience identified by McKenna and Pugno. Priorities are “non-negotiable”, energy is to be conserved, and establishment commitments are to be honored—despite the prevalence of VUCA-Plus in mid-21st Century health care system.
While I have found McKenna and Pugno usually to be the source of an expanded notion of a specific best practice, in this instance, it is the other way around. I find that Jeannine Sandstrom’s legacy leadership model adds richness to what McKenna and Pugno have presented. Legacy Leadership focuses on emotional intelligence and establishing high-quality relationships that enable a leader to be influential and inspirational.
It is through relationships that we exhibit our competence as leaders. We inspire other people because they relate to us in a positive manner. They acknowledge our well-meaning intentions as well as our expertise (knowledge and experience). We are most likely to be influential when interacting with other people in a trusting network of social relationships. Many studies have shown that the amount of influence one has is more likely to be attributed to relationships than it is to the amount of expertise regarding the issue being addressed (Bergquist and Lindquist,2013).
