Elevate Your Leadership

Breaking Out of Silos

“Everyone came together and could see the organization has the same types of problems across all profit centers—that we are not all on our individual islands.”

Communicating for Understanding

“Learning about how people think and respond differently than others. I have learned to talk and address individuals depending on the circumstances—simply thinking about the process through different eyes.”

Always Room to Grow

“I really enjoyed the leadership training; it opened my eyes on many levels. I may be able to step on any jobsite and fill any position—as a leader, I can grow.”

Coach vs. Rescuer (Helpful vs. Assertive Grid)

Spot when you’re slipping into the Rescuer, Bureaucrat, or Villain corner—and step into the high-care, high-standards Coach quadrant.

Core Values Index (CVI)

Understand your own and each team member’s innate motivational wiring (Builder, Merchant, Innovator, Banker) to build a shared language and navigate conflict.

Decision-Making Analysis

Know when a situation calls for a timely “Tell and Direct” decision versus a “Delegate and Empower” decision—and always share the “why” with the frontline.

Action Priority Matrix (Module 4)

Map daily tasks to exit constant “fire extinguisher mode,” eliminate low-value busywork, and protect time for strategic work that moves the needle.

Taming the “Advice Monster” & Adaptive vs. Technical

Separate technical fixes from adaptive people challenges and guide team members to discover their own solutions instead of carrying every problem alone.

W.A.I.T. (“Why Am I Talking?”) & Deep Listening

Slow down in crucial conversations, defeat the Voice of Judgment, and create space for your team to take real ownership.

“Our abandonment rate has significantly improved, and we’re now tracking much closer to our 5% goal.”

Before: “Our clinic was consistently struggling with a high abandonment rate: well above our goal of 5%. I found myself repeatedly setting the goal for my team, but at the same time, I was making excuses on their behalf… unintentionally stepping into a rescuer role, trying to shield the team from pressure rather than coaching them toward solutions.”

Turning Point: “The turning point came during the course when I was reminded of the importance of being a leader who coaches rather than rescues… It wasn’t about doing the work for them, but about creating space and support for them to take ownership and come up with solutions together.”

Results: “Since I made that shift, the impact has been clear. Our abandonment rate has significantly improved, and we’re now tracking much closer to our 5% goal. More importantly, the team is more engaged and solutions-focused… I’m leading with intention, coaching with clarity, and creating an environment where both people and performance thrive.”

“My team formed the ICU Education Council and didn’t involve me at all except to help them book a room.”

Before: “I was having some burnout from doing too much rescuing and not enough coaching. I was also doing a lot of work that my team could be doing, adding to my burnout.”

Turning Point: “I realized the course was working when my team formed the ICU Education Council and didn’t involve me at all except to help them book a room.”

Results: “I’m looking forward to work more. I am getting reward from watching the team members take on more responsibility, grow as professionals, and move our team and unit forward. It’s pretty awesome.”

“A more balanced approach that promotes both accountability and connection.”

Before: “Before I attended the Adaptive Leadership program, I struggled with being assertive and often avoided conflict—similar to the roles of the bureaucrat and the rescuer. My primary focus was on keeping people happy rather than holding them accountable… As a result, the same issues would recur.”

Turning Point: “My leadership foundation was built in the military, where a ‘tell and direct’ style is often the norm… I recognized that I had overcorrected—swinging too far in the opposite direction. The course helped me understand that sustainable leadership requires fostering buy-in, encouraging input, and still maintaining clear standards.”

Results: “Now, I focus on holding people accountable by clearly communicating processes, expectations, and—most importantly—the ‘why’ behind them. When staff understand the reasoning and purpose behind standards, they’re more likely to engage with the work and adhere to expectations.”

“Out of constant ‘fire extinguisher mode’ and shifting toward intentional, value-driven work.”

Before: “Before learning about the Action Priority Matrix in Module 4, I felt like I was stuck in constant ‘fire extinguisher mode’ and reacting to urgent issues all day long… As a result, I was left feeling drained and unfulfilled, despite being busy all the time.”

Turning Point: “In Module 4, when we explored prioritization and the Action Priority Matrix, I began to understand why I often felt overwhelmed or conflicted in my work. It gave me language and structure to see where my time and energy were being spent and sometimes wasted.”

Results: “Mapping my daily tasks to the matrix has helped me start identifying and eliminating busy work that doesn’t add real value… I’m becoming more mindful and have started to step back from meetings and calls that are unlikely to contribute meaningfully.”

“It isn’t actually about time management—it’s about feeling the need to rescue!”

Before: “Helping my leaders grow in their leadership competence while balancing the constant onslaught of tasks and filtering through what things will actually move the needle in culture and ultimately quality.”

Turning Point: “My team LOVED these sessions! We have utilized the CVI profile quite a bit—someone will say, ‘Wait, I’m just being a Merchant right now…’ and everyone laughs. The most impactful tool has been the Helpful vs. Assertive grid. I sat down with my admin assistant who tends to be a rescuer and struggles with time management: it isn’t actually about time management—it’s about feeling the need to rescue anyone who needs more help!”

Results: “I love that I have this shared language with my team. I have been able to have easier feedback conversations utilizing the tools and language. This type of work floats all boats and assists us to be more effective leaders.”

“It feels like we’re working together instead of me just pushing things along.”

Before: “I leaned on technical fixes, but many of the issues I faced had more to do with people, expectations, and competing priorities—where the decision wasn’t black and white and multiple frontline stakeholders had valid perspectives.”

Turning Point: “I noticed it was working when I stopped trying to carry everything myself and started asking others for their input. In one situation, I asked my team to share their ideas on a problem we kept running into, and they came up with solutions I hadn’t thought of.” (David K.)

Results: “I’m better at separating what’s a technical issue from what’s an adaptive one, and we have more buy-in and less stress.” (David K.) “Decisions are made in a timelier manner and there’s a ‘why’ that can be shared with the frontline when a decision is ‘Tell and Direct’ vs. ‘Delegate and Empower.’ Making sure we’re getting the right stuff done!” (Janelle M.)