In response to changing legislation and the impact on health care of a declining U.S. economy, a critical business initiative to significantly improve hospital efficiencies was launched. This high visibility priority project involved multiple interdependent initiatives. The success would directly impact many and would have far-reaching effects.

The Project Leader (PL) selected for the initiative had the requisite technical skills. But more than technical ability, strong leadership, in the form of relationship-building, influence, and team effectiveness were required for success with this initiative. That meant building a solid and effective working relationship and establishing credibility with the constituencies involved -- the project sponsor, the team, and the hospitals that would eventually be impacted by the initiative being designed.

Here's how the PL used the experience in the 3-Month Leading Without Limits® program to meet the demands of the situation:

I knew from the outset that my credibility was vital to the success of the project. Applying the learning from the discussions on power, influence, and leadership style, I became very aware of the need to engage on more than one level with people. My natural tendency is to discuss business matters, but beyond that, keep my thoughts and feelings to myself. Through the program, I came to realize that people need to relate to you in order to trust you. And since trust is the foundation for credibility, I needed to let people get to know me.

Changing my relationship with power was significant. I had always thought of power as negative. Understanding the many types of power and recognizing where I was giving up my power had a very big impact. I stepped up to the authority that I had been given with this position and came to terms with what that meant for me. I focused on building relationship power, and things began to shift. I created quite a different approach (for me) to building relationships.

With the primary sponsor, I needed to demonstrate my commitment to the concept so that he could clearly see that I was on the same page as he was. And so I practiced, and found a way to literally speak words that demonstrated my commitment. I was able to tell him what I felt - that I shared his passion for this work. Before the program, it would not have occurred to me to tell him what I had been thinking. I discovered that by speaking with him about the ultimate goals of the work, what he could not read in my face, he could hear in my words, and know then what was in my head and in my heart.

The MBTI® was very important - learning about self and how I operate in the world - as well as understanding the different preferences of others. That knowledge enabled me to mirror and understand others' communication and relationship styles, and adjust how I was communicating based on what I was reading from them. The Systems piece resonated with me, so much so that we used it with our project team so that they could experience and see the broader systemic issues at play within this project.

The continuing focus over a 3-month period kept me thinking about the questions, What is a leader? What does it mean to me to be a leader? Still today I reflect on these questions, realizing the answers will continue to evolve over time.

The end result:

• An aligned and smooth-running team. "Establishing solid working relationships creates the necessary base for all the work to get done. Because the teamwork is effortless, the team is focused on getting the work done. Our concentration and focus are where they need to be - on the task. Because we're aligned, we easily raise issues, share ideas, and ask questions."
• The relationship with the sponsor is solid. "It's clear he has much confidence with how things are progressing. I'm involved where I need to be, and have direct access to him as needed."