Update and 2024 Year in Review

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Ladies and gentlemen, welcome to JLC Media. We're very happy to be with you today to let you know a little bit about what we've been up to with Navy Medicine this last year and actually a little bit with the line. So we're going to make sure that you have, at the end of this quick conversation, you have an understanding. All of you have an understanding about what we've been up to. So that should you want to do something with yourself about enhancing your capabilities as a leader, you can tap into us as needed. And that's kind of, I think, the overview of why we're here today, what I hope you'll understand and what I hope each of you can do at the end. Colleen, what are you hearing me say?

Yeah, I'm hearing just we're here to kind of do a recap, just an overview. What has JLC been up to, specifically with our Navy Medicine leaders that we've been supporting not only for last year, but for, geez, almost 20 years, but really specifically over this last year and really looking forward to sharing some of those experiences. And also, of course, because this year has been a little bit different, we have Dr. Kelly that has joined us as well.

Excellent. Kelly, can you add anything to that?

Not much. But to say that this is a JLC highlight reel for 2024 and beyond.

Beautiful. Well, I think the way we're going to do this is we've had three. There are many things that we're asked to do. A lot of times somebody calls up and just wants to talk about a problem they have or a situation they're dealing with as a leader, that is normal. But there were three areas, I think, that we spent a bit of time in this year. And I'd like you to go ahead and tell me a little bit, ladies, about what happened in those particular places. Let's start with executive coaching because the two of you do a lot of that. So, Kelly, give me a little bit of your overview on how did executive coaching go for you this year?

Executive coaching was a lot of fun. I'm always interested in interacting with people, hearing what's going on, and then helping them figure out how can we navigate this so that we can make it better. So whether it's in a small clinic, a large organization, or somewhere in between, helping them figure out how do we make this better, utilizing the tools, resources and knowledge that we have.

I think one of the things you just brought up is a fundamental practice at JLC where we end up in a space that Edgar Schein One of our heroes talked about the best consultant is someone that helps. So we show up in a helping mindset to find out what's going on and a deep belief that most people can solve their own problems if they have an opportunity to talk them through and build some self awareness about those problems. Well said, Kelly. Thank you. How about you, Colleen? Talk about executive coaching from your vantage point this year and how that impacted you and what you learned.

Sure. I would say I'm very fortunate because we have coached together, Ray, you and I, several different triads. So that has been very rewarding, really helping them develop the synergy within the triad so they can be more effective as they lead the board of directors and the command at large. And I would say the biggest thing that I really have resonated with me throughout the many conversations I've had was this sense that they feel like they have our Navy Medicine leaders when they reach out to JLC associates, they feel like they have a trusted advisor, someone outside of the system in a non judgmental way can listen with a different ear. We're listening for different types of things to help support them being more effective. And that's been the biggest feedback that I've had from several of the clients is they're so grateful to have someone outside of their organization where they can really have those candid conversations and build their confidence up. You know, as a co XO cmc.

Yeah. So much of this is about self awareness and when the conversations are confidential and they are, they can be very caring and very clear and at the same time focus on what matters to the individual. What are you really working on? That's upsetting. And back to what Kelly said about helping again, helping situation. So that's a quick overview of what happens to us in a one on one executive coaching session. But notice Colleen also said board of directors, we become an executive coach for the board of directors. We're like a guide on the side. What are you trying to accomplish? How are your meetings going? What can we do better or different? Kelly, something to add about this last piece or this first piece on executive coaching?

No. And as Colleen said, I started about seven months ago with you all and the reason why I came on is because of the experience that I had with JLC when I was a part of the board of directors and a part of the triad. It made such a big difference in my leadership style in my life that I said, you know what, I have absolutely got to work and collaborate with jlc. So I think that's just a Prime example of the services that you offer and that it can have a positive impact and then you can see the outcomes from there.

So.

So thank you.

Services that we offer. Kelly, you're part. Sorry, girl. You're here.

I'm a part of it.

Yeah, We. We have this sensibility about us that we don't want to sit in judgment of somebody else's behaviors or performance. We want to understand them and what was behind them. And that's that holding up the mirror thing that we do all the time. Here's what I heard you say. Here's what I saw you do. Is that what you intended to do? And what impact did that have? And are there alternatives? It's so much about building that relationship so that they can speak openly and honestly to us. Well, let's switch to another one. And Colleen, you can kick this one off. We do work with commands where new co, and if not even new, every year they have a quick strategic off site. They usually last two days, and we do a bunch of work to set it up. So we do the preparation, the planning, the identification of things that are supposed to happen and the expectations of the triad and the CO about. Here's our absolute top priorities. How do we make sure we get those across? So, Colleen, talk that through a little bit with one of your personal experiences on making that occur.

Sure. Yeah. I was very fortunate this year with Dr. Kelly to facilitate and I think we did six strategic off sites at a variety of different locations. And we always go through a very similar process. As Ray mentioned, we. We work with the senior leaders and we really try and help them to understand what are. What. What do they want everybody to know, what do they want people to do and to embed this sense of accountability and a cadence of communication. So it's not just the strategic offside, but it's also that continued meeting to ensure that they are supporting whatever is determined to be those strategic priorities. So I think many times people come to us and they just go, here's my agenda. And I love the fact that we have an opportunity through this process and the planning process to really talk to them about how can we ensure all voices are heard? How can we ensure it is not a monologue or just continual dissemination of information? How can we shift it up so people are constantly participating, getting their voice in, and they feel different at the end of this strategic off site? So I'd say that is a huge piece of what we bring forward.

That's excellent. Thank you. Kelly, please add on to what you just heard.

Colleen, say that last part about feeling different because so many of us have been to off sites and it's exactly what you say. Here's the PowerPoint, here's all the slides. What do you think? And there's not really much time to slow down, have a conversation. I mean, the way that we do off sites, where you're getting up, you're, you're talking to people the way you've never talked to them before. You're, you're putting in your thoughts in a small group than a larger group, and then it comes forward to the, the bigger group and we're making decisions. Are we keeping this, Are we changing this? Are we, you know, moving past this and creating something new? So what began as a sterile agenda becomes a very creative, innovative outcome because we did the work like you mentioned, the process, the preparation, and many times we don't need all the things we're prepared for, but we're ready.

I know being ready is everything in those conversations. One of the simple tools that I've watched Kelly and Colleen use, that's a takeaway if you want it, from this conversation. In anything that you're doing, when you stop to reflect on what you have done, great thing to think about. What should I keep doing? What should I modify? What should I stop? What should I start? All too often, we don't take the time to have that opportunity to ask those questions of ourselves. Thank you, ladies. That was wonderful. Continuing. There's an Excellence in leadership program that we've been involved in this year. So, Kelly, talk to us about that. That really resonated with you, didn't it?

Yes. I love it, I love it, I love it. The reason why is because it's taking what the CNO is requesting of us. The culture of excellence is so important, and we know that culture is the most important thing that you can have in your organization. So bringing together a cohort of people that are encouraged, they're determined, even though they've had some challenges in their leadership, they're like, I want to make a difference. I want to continue to make a positive impact. How can we do that? So when we were able to create a three month program and it was pretty simple to two meetings, 45 minutes a month, and we just came into the room and we asked questions and we gave them feedback and everyone had something positive to contribute and say, every voice was always brought into the conversation and there was always thoughtfulness that when we came back to the next session, they were able to say, you know what? This is what I learned this is what I did and this is how it impacted me and my team in a positive way.

Now that's really beautiful. Colleen, please add on to that one from your perspective.

Sure. Well, I would say a piece that was one of the many different things we did. We also were invited to present at aroc and it was very similar content with the goal and the intention of how can we help enhance the quality of the leadership of their leadership and, and their desired outcomes? What are they looking to enhance and how can we support them? And I think the biggest key for each one of these programs, we always find out what are the intended outcomes, who are those leaders that are in the room, what would they like to learn and then how can we organically craft exercises, conversations and different types of things so they can go ahead and ensure that they achieve what it is they're looking for? And, and the other piece of this, it's all about developing personal practical knowledge. What we call ppk. People use the word training. Well, we like to say that this is, this is excellence in leadership because everything is designed so people internalize the information and can walk out that door and apply it in their work setting, no matter what it is.

Now, I think one of the greatest things that my two colleagues say is to the people they're working with, you can apply this on your next phone call, you can apply this in your next one on one conversation. And staying with the interests of the CNO and the SG and today's SG as well as past sg, is how do we create a culture where every voice matters and it lives in the quality of the conversation. The greater the quality of the conversation, the greater the relationship. The greater the relationship, the more you will be able to accomplish significant results that matter to you and those relationships. How we're having conversations, that is a demonstration of culture. So I really think this is unfolding for you two in a very, very, very powerful way. Well, let's do a final wrap up here. What are some things you'd like to say to those listening that we haven't said already? Who'd like to start?

I'll go first. I'd like to say thank you to my colleagues for giving me the chance and taking the opportunity. Second, I would like to say to each one of the people that we've been able to interact with in various places, like you mentioned, aroc, the Excellence in Leadership program through our culture of excellence as well as the executive coaching and strategic planning, we are so grateful that you allowed us to come into your space and to provide these services and to help you. We only want the best for each one of the organizations and the people that are involved, and we know that you'll continue to be successful in it.

Beautiful. Thank you, Colleen.

Nice, nice. Just, you know, similar. Once again, I'm exceedingly grateful to have the opportunity to work with both of my colleagues and also to interact with all the different leaders out there in Navy medicine. And I would just encourage you to come to our website. We have so many different resources. Really great podcast. Everything's right there@gojlc.com and please feel free to reach out to us. We look forward to continuing to support you however we can.

Beautiful. My final piece to those listening is something the three of us say all the time. The conversation is the relationship. If you want a quality relationship, let's have a quality conversation. Thank you very much for being with us today. Thanks for coming to us listening to the JLC Media broadcast. Take care everyone. Sincerest thanks for listening to this episode of the Everyday Leadership Conversations podcast. The Jorgensen Learning center offers a variety of programs for individuals and organizations to enhance their communication and leadership skills. To find out more about programs and upcoming webinars, check out our events page@gojlc.com.