The LEADS in a Caring Environment Framework: Lead Self

Abstract

To develop your own leadership skills, the Lead self domain asks you first to look internally, to discover your sense of duty, consideration and respect for others and then hone it, until you understand the core purpose of leadership is to enhance the health and wellness of people. The next step is to demonstrate that purpose in everything you do (putting the caring into LEADS framework). Good intentions are not enough: you must act, or your capacity to lead will be diminished. To help you bring the Lead self domain to life, we outline four capabilities necessary for people to lead themselves. Lead self is the foundation of all the domains.

Lead Self Self-Assessment (For on-line access to self assessment tool, please visit www.LEADSglobal.ca.)

Informal leader (patient, family member, citizen) responsibilities
In order to use my attributes of self to be a better leader, I
1.	Make a conscious effort to continuously surface my assumptions, values, principles, strengths and limitations; understand them as it relates to my own health; and my expectations of care providers or the healthcare system	1 2 3 4 5 6 7 N
2.	As a respectful consumer of healthcare services or engaged citizen, take responsibility for managing my emotions, mindsets and my personal responsibilities	1 2 3 4 5 6 7 N
3.	Systematically seek out opportunities for learning and developing myself in order to influence others effectively	1 2 3 4 5 6 7 N
4.	Recognize the qualities of character as demanded of me in my advocacy role; and try to exercise them accordingly	1 2 3 4 5 6 7 N
Front-line leader responsibilities
In order to use my attributes of self to be a better leader, I
1.	Make a conscious effort to surface my assumptions, values, principles, strengths and limitations; and understand them in the context of my supervisory role	1 2 3 4 5 6 7 N
2.	Take responsibility for managing my emotions, mindset and role expectations as they relate to my role of supervisor	1 2 3 4 5 6 7 N
3.	Systematically seek out opportunities for learning; and be disciplined in developing myself in the context of my supervisory role	1 2 3 4 5 6 7 N
4.	Recognize the qualities of character demanded of me in my supervisory role, and I am deliberate in demonstrating them	1 2 3 4 5 6 7 N
Mid-manager leader responsibilities
In order to use my attributes of self to be a better leader, I
1.	Make a conscious effort to surface my assumptions, values, principles, strengths and limitations; and understand them in the context of my mid-management role, connecting senior and supervisory leaders	1 2 3 4 5 6 7 N
2.	Take responsibility for managing my emotions, mindset and role expectations as they relate to my role of mid-manager	1 2 3 4 5 6 7 N
3.	Systematically employ personal mastery (either formally through a personal learning plan or informally) in my mid-management role	1 2 3 4 5 6 7 N
4.	Recognize that qualities of character are often tested in a mid-management role, and I am deliberate in exercising them	1 2 3 4 5 6 7 N
Senior leader responsibilities
In order to use my attributes of self to be a better leader, I
1.	Make a conscious effort to continuously surface my assumptions, values, principles, strengths and limitations; and understand them in the context of my strategic role to connect mid-managers with organizational priorities	1 2 3 4 5 6 7 N
2.	Take responsibility for managing my emotions, mindset and role expectations as they relate to interacting with executives and mid-management	1 2 3 4 5 6 7 N
3.	Systematically employ personal mastery—either formally (through a personal learning plan) or informally, to enhance my interpersonal and strategic capabilities	1 2 3 4 5 6 7 N
4.	Recognize that qualities of character are regularly tested in bridging strategic and operational responsibilities; and I am deliberate in exercising them	1 2 3 4 5 6 7 N
Executive leader responsibilities
In order to use my attributes of self to be a better leader, I
1.	Make a conscious effort to surface my assumptions, values, principles, strengths and limitations; and exercise them appropriately in my interactions with the board, media, other executives, professional groups, staff, stakeholders and the community	1 2 3 4 5 6 7 N
2.	Take responsibility for managing my emotions, mindset and role expectations as they relate to interacting with the board, media, other executives, staff, professional groups, stakeholders and the community	1 2 3 4 5 6 7 N
3.	Model personal mastery either formally (through a personal learning plan) or informally, in a process aimed at enhancing my executive capability	1 2 3 4 5 6 7 N
4.	Recognize that qualities of character are regularly tested in bridging strategic and operational responsibilities; and I am deliberate in exercising them	1 2 3 4 5 6 7 N