Focused reflection on our most recent DNP on-campus session...
Our first speaker, Daniel Henderson, Division Vice President and Worldwide Manufacturing for Corning Optical Fiber and Cable and Corning Optical Communications, gave an interesting presentation on Corning's approach to innovation -- from both a historical perspective and future outlook -- and how the company grew to become a leader in innovation as well as an excellent example of enduring success, despite its' fair share of failures. So, what's their secret? Corning understands that a corporation does not produce great ideas or generate success, people do. It is of critical importance to recognize and pay attention to human capital and incentivize talent.
"It's simple, if you want mayo, you buy mayo. If you want filet, you buy filet." --Daniel Henderson, Corning Inc.
It is also essential to spend the necessary time to establish a strategic vision and core values and align ALL endeavors to them. Your strategic vision is your purpose. It is your lighthouse serving to guide your path. While many diverse, albeit respected, leaders in their own right, have spoken on necessity of a possessing strategic vision, from Yogi Berra to Lewis Carroll, I think Warren Bennis (2003) communicates it best,
“Unless you know where you're going, and why, you cannot possibly get there.” --Warren Bennis, On Becoming a Leader
Following Mr. Henderson's presentation, Athena Mineo, CEO and Senior Partner of Mineo and Mineo, Raleigh North Carolina, lectured on the "Art of Negotiation," during which, she brilliantly reviewed the 3 principles of negotiation, as developed and refined through her extensive experience. To summarize, everything is negotiable, but, to be effective, you must (1) have knowledge of that which you seek to negotiate, (2) know your essential goal with logical reasoning behind your ask, and (3) know what you're willing to give up; in other words, you must strategically plan for negotiation.
The concept of 'innovative learning,' as described by Bennis (2003) in his instructional publication, On Becoming a Leader, deeply resonates with the content of the day. So, what does it mean? Think back to the last time you remember engaging your wildest imagination. Did you just smile thinking about it? Creativity was the name of the game. But, how long has it been? Why did you stop? Much of our educational system teaches us to conform instead of continuing to engage in such "child's play." Rather than receiving a passive education, innovative learning posits that one must be an active participant. It encourages the imaginative, while appreciating the constraints of reality.
Enduring success, as seen with the Corning, Inc., is made possible by having the foundation and direction that is generated through strategic planning, but, also, by anticipating and having the courage to have an open mind through engaging in innovative learning.
Bottom Line: Everything flows from where you invest your time and attention, so invest wisely.
DNP Essentials: Essential I: Scientific Underpinnings for Practice; Essential II: Organizational and Systems Leadership for Quality Improvement and Systems Thinking; Essential III: Clinical Scholarship and Analytical Methods for Evidence-Based Practice; Essential IV: Information Systems/Technology and Patient Care Technology for the Improvement and Transformation of Health Care; Essential VI: Interprofessional Collaboration for Improving Patient and Population Health Outcomes
Program Outcomes: Systems Leadership; Quality Improvement & Safety; Scholarship & Evidence Based Practice; Information Management; Interprofessional Collaboration; Nursing Practice
Bennis, W. (2003). On Becoming a Leader. Cambridge, MA: Perseus Books. pp33-34, 67-93