2022 Emerging Leaders Curriculum

Empowering young leaders to become positive change makers...

Welcome Valleywise Health Foundation Emerging Leaders Class of 2022!

AWARENESS... GROWTH... ACTION and IMPACT You are starting a journey to GROWTH, ACTION and IMPACT and we, along with your mentors, are honored to be your guides.

We walked the path before you and learned along the way, and we’re here to show you through our stories and experiences, there’s no limit to what we can achieve, together.

Our goal was to develop the mentorship program “we wish we had” early in our professional and philanthropic lives. Our plan was to connect a diverse group of seasoned community leaders with outstanding young professionals and make a difference in the health of our community.

Well, we did it.... and YOU stepped up! The amazing group of mentors and mentees in the Valleywise Health Foundation Emerging Leaders Class of 2022 exceeded our wildest dreams.

We believe you’ll be inspired to take ACTION and make an IMPACT — in your lives, careers, community and world. The Valleywise Health vision is to be nationally recognized for transforming care to improve community health, what we at the Foundation call going ALL IN for a healthier Arizona. Your involvement makes a difference.

Take pride in knowing we are making history together. We’re so glad you’re here!

Sincerely,

.

Nate Lowrie CEO Valleywise Health Foundation

Liz Agboola Board Member / Emerging Leaders Program Chair Valleywise Health Foundation

EMERGING LEADERS

Making a difference...

On behalf of Valleywise Health Foundation and our Emerging Leaders Program Chairs, welcome to our family. You are investing your time in an impactful cause.

We’re coming together at a truly historic time for Arizona’s only public teaching hospital and safety net system of care; vaccines are rolling out, new hospital and clinic buildings are under construction, healthcare students are gaining unprecedented knowledge and our Valley is answering the call to help in any way they can.

People around the world had their eyes opened and hearts shattered by the pandemic of 2020.

Images of struggle and strength, heartbreak and heroism, loss and love — met by compassionate care and community concern — are forever etched in our minds.

We look forward to sharing the stories behind those images as you gain an insider’s view of the impact we can make on the health and future of our community, country and world, together.

Sincerely, Your Emerging Leaders Program Chairs and Advisors

Liz Agboola Program Chair CEO Moses Behavioral Care

Patti Gentry Program Co-Chair Former Senior Vice President JLL

Sel Nutor Program Advisor Director/Arizona Market Executive Capital One, NA

Alicia Nuñez Program Advisor Executive Vice President and CFO Chicanos Por La Causa

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Building a Healthier Arizona Fastest growing county in the nation

For nearly 150 years, Valleywise Health ( formerly Maricopa Integrated Health System) has been ALL IN – consistently stepping up and stepping in to address the most critical health needs for the people of Arizona.

Valleywise Health Foundation is the 501(c)3 partner of Valleywise Health, Arizona’s public teaching health system.

Addressing Community Needs…

Unlike other health systems, nearly 70% of our patients are financially vulnerable.

"I had no idea"

is a response we often hear

when visitors tour our hospitals and clinics for the first time.

Many people don't realize Valleywise Health is home to: One of the largest and longest-running physician training programs in the state, A level-I trauma center treating both adults and children, keeping families together in their time of need, The Arizona Burn Center, Arizona's only nationally verified burn center, and one of the premier academic burn centers in the country,

A mission to provide exceptional care, without exception, every patient, every time, regardless of a patient's ability to pay, Three behavioral health hospitals - making Valleywise Health the largest provider of inpatient behavioral health services in Arizona, Arizona's only public teaching health system, serving all who turn to us for care.

we support

the vision of Valleywise Health to be Nationally Recognized for Transforming Care to Improve Community Health…

Together we can maximize the impact we have on the health and future of the Valley. Whether you are interested in attending one of our events, volunteering, or simply making a donation, your involvement makes a real difference.

Caring for our Community Social Determinants of Health According to the U.S. Department of Health and Human Services, “social determinants of health (SDOH) are the conditions in the environments where people are born, live, learn, work, play, worship and age that affect a wide range of health, functioning and quality-of-life outcomes and risks.”

SDOH can be grouped into five major categories. These factors have a huge impact on our community’s health and well-being.

Economic Stability Education Access and Quality Health Care Access and Quality Neighborhood and Built Environment Social and Community Context Some examples of SDOH include but are not excluded to safe housing, access to transportation, racism, exposure to violence, education, access to nutritious foods, polluted air or water and language barriers.

“You may have heard that your zip code is more important than your genetic code. At Valleywise Health, we’ve been very attuned to the social determinants of health for years. One of our goals is to be where our patients are. For example, by opening a new behavioral health facility in Maryvale, where a quarter of a million people reside and by developing our telehealth services to give patients easy access to our system - no matter where you live, we are striving to level the playing field.”

-Dr. Anthony Dunnigan, Chief Medical Information Officer at Valleywise Health

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B O A R D

O F

D I R E C T O R S

OFFICERS John Hoopes

Sel Nutor

Board Chair Vice President, Salt River Project

Board Treasurer Director/Arizona Market Executive, Capital One Bank, NA

Patti Gentry

Pam Stelzer, CPA

Board Vice Chair Senior Vice President, JLL

Board Secretary Manager, Henry+Horne

MEMBERS Susan M. Pepin, MD, MPH

Liz Agboola

Managing Director Health & Clinical Partnerships Arizona State University

CEO – Moses Behavioral Care

Claire Agnew

Chief Financial Officer Valleywise Health

David Pugh

SVP/Market Manager, Audacy

Betsey Bayless

Steve Purves

President Emeritus Valleywise Health

President & CEO Valleywise Health

Mark G. Dewane

Director – District 2 Maricopa County Special Health Care District

Philip Gerard

Jay R. Spector, CFP

Partner, Wealth Advisor Barton Spector Wealth Strategies

Hiral V. Tipirneni MD Healthcare Professional, CSRA Inc.

Senior Partner, Cavanagh Law Firm

Bryan Jeffries

Warren Whitney

President, Professional Fire Fighters Association of Arizona

Senior Vice President of Government Affairs Valleywise Health

Jill Krigsten Riley

Media Consultant, Cox Media

Marci Zimmerman-White

Scott R. Meyer

Owner/Founder – Delete Tattoo Removal & Medical Salon

COO, iTether Technologies

Alicia Nuñez

Executive Vice President & CFO Chicanos Por La Causa

ALL IN

Campaign Cabinet

CO-CHAIRS

CABINET MEMBERS

Nita and Phil Francis

Karie and Rich Dozer Kevin Foster, MD

HONORARY CHAIRS

Laurie and Chuck Goldstein

Betsey Bayless

Kathleen and John Graham

Jason Schechterle

Amy and Tim Louis Bart Patterson

HEALTH SYSTEM

Susan Pepin, MD, MPH

LEADERSHIP

Jaye and Barry Perricone

Kote Chundu, MD

Mary Kay and Bill Post

Nathan Lowrie

Sara and Steve Schramm

Steve Purves

Anne Stupp Erin and Greg Vogel

2022 Calendar February 4, 2022 (8AM - 10AM)

Welcome Breakfast February 11, 2022 (11AM - 1PM)

Emerging Leaders Alumni Welcome Monthly Professional Development Session

Session #1 - Passion vs. Purpose March 18, 2022 (11AM - 1PM)

Session #2 - Find Your Tribe April 15, 2022 (11AM - 1PM)

Session #3 - Uncover Your Purpose May 13, 2022 (11AM - 1PM)

Session #4 - Fear Setting June 17, 2022 (11AM - 1PM)

Session #5 - Addressing Adversity/Frame Your Mindset August 19, 2022 (11AM - 1PM)

Session #6 - Storytelling September 23, 2022 (11AM - 1PM)

Exhibition

October 21, 2022 (11AM - 1PM)

Session #7 - Leading Diverse Teams November 18, 2022 (11AM - 1PM)

Session #8 - Culture of Philanthropy December 9, 2022 (11AM - 1PM)

Capstone Celebration & Alumni Reception

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Table of Contents Course Overview Role of a Mentor Series 1: Finding Purpose Session #1: Passion vs. Purpose Session #2: Find Your Tribe - How to Find Community Session #3: Uncover your Purpose Series 2: Reaching Goals Session #4: Fear Setting Session #5: Addressing Adversity/Frame Your Mindset Series 3: Building Impact Session #6: Storytelling Community Engagement Project Session #7: Leading Diverse Teams Session #8: Culture of Philanthropy Sources

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Course Overview

Recruitment of Highly

Outcome and Evalua�on

Training and Professional Development

Mentoring

Interven�on & Meaningful Engagement

Commitment to Cause

Assessment&&Clearly Clearly Assessment Defined Goals Defined Goals

Mentorship Overview The Emerging Leaders program provides a formal guide on mentoring structure to foster a culture of development and learning for growing professionals.

The aim of this program is to: • Share and learn leadership skills/practices • Guide and navigate the organizational culture • Establish long term professional relationships • Provide resources that facilitate decision making and enhance professional development

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One-on-one mentoring focuses on helping mentees manage the five aspects or “MYs” of their professional and personal lives.

MY STYLE: focuses on how you present yourself, communicate and influence others MY CAREER: emphasizes professional growth, strategizing goals and organizational savvy MY CRAFT: examines the technical and functional skills you might need to develop MY LIFE: stresses ways to manage a work-life balance and make life changes MY WORLD: cultivates awareness, involvement and commitment

Guidelines for the Mentorship Relationship • Confidentiality • Commitment to the relationship • Sharing personal information • Employee relations issues • Mentor intervention into work-related issues

Expectations of the Program Below are some common expectations identified at the beginning of a relationship that are specific to mentors and mentees: • Maintain confidentiality and keep commitments that are made.

• Evaluate the relationship at various points within an agreed-upon time frame.

• Meet regularly with your mentee. Determine a regularly scheduled meeting time and make other arrangements if plans need to change.

• Accept and value one another’s differences.

• When you meet, give each other your full and undivided attention (turn the cell phone to silent or mention your reasoning for leaving it on if necessary).

• Be responsible for your own learning and actions. Plan to be open to trying new things.

• Build trust with one another by being open and honest.

Mentee program participation requires a $2,500 sponsorship. Involvement in Emerging Leaders must be endorsed by employers. Mentees are required to “give or get” a minimum donation of $500 to Valleywise Health Foundation. This donation can be made throughout the year.

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Role of a Mentor Introduction In this section, you will learn the various roles of a mentor and guidelines for fostering a great relationship between mentor and mentee. Additionally, you will learn common traits and challenges of a mentee/mentor relationship.

Common Traits of a Mentor Capability Developer Interprets feedback and assists mentee with converting feedback into action.

Looks for “developmental moments” and provides feedforward.

Seeks “growth opportunities” for mentee and self.

Enables mentee to discover “remedies” for developing capabilities.

Supporter

Thought Partner

Process Partner

Listens and provides encouragement to mentee

Serves as mentee’s sounding board

Collaborates with mentee and creates a mentorship agreement

Creates a “safe and trusting” relationship

Assists with uncovering blind spots

Encourages mentee to participate fully in the mentorship program (mentor circles and focus groups)

Helps mentee navigate through the Emerging Leaders program Assists mentee with expanding his/her professional network

Challenges mentee to avoid old mindsets and asks questions to discover options and solutions

Partners with and sets expectations for action between meetings

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Building a Productive Relationship with your Mentor Mentoring success is built on a shared accountability between mentor and mentee. A productive mentoring relationship is supported by the four pillars:

Trust

Confidentiality

• Be timely with thoughts and opinions • Honor commitments • Listen and show respect • Show empathy

• Set clear boundaries • Set agreement between parties and ensure all are aligned • Express concerns

Communication

• Be present and attentive to your mentor • Listen and understand versus protecting your opinion • Express appreciation to your mentor

Courage

• Provide specific, actionable feedback to your mentor • Share your thoughts and opinions • Voice your concerns • Don’t be afraid to voice disagreement

Typical Mentor Roles Mentees must decide which of these roles they want their mentor to serve. This will help clarify for mentors the actions they take and the type of support they provide.

• Sponsor: Someone in a position of authority who can help the mentee gain visibility and exposure and even perhaps recommend her for another position. Sponsors are often in decision-making capacities.

• Teacher: Someone who can help mentees learn new skills or provide them with new technical or organizational knowledge.

• Informer: Someone who can share information about the organization and/or the industry.

• Supporter: Someone who is willing to listen to the mentee’s frustrations, ideas, issues, etc. They can support mentees as they make decisions and serve as a sounding board.

• Advisor: Someone who knows the mentee’s work. They may have had experiences similar to those of the mentee and can share lessons learned and useful advice.

• Connector: Someone who can introduce mentees to others and open new channels that they did not expect.

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Common Mentorship Challenges Some of the most common challenges include...

• Having unrealistic expectations • Allowing personal distractions • Expecting a mentor to provide all the answers • Being too nice or too patient • Moving too quickly through trust building • Becoming frustrated with slow progress • Overinvesting in friendship with your mentor/mentee

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Having Unrealistic Expectations It is important to understand the role you are playing in the mentoring relationship. What do you expect to learn or gain from your mentor? Consider the amount of time you have: what can you achieve during that time span? Be practical, and think not only of your goals, but also of the steps that will get you there. Having clear and realistic expectations is critical to your success in the program.

Be careful overcommitting or making promises you can’t fulfill.

Be honest, take a careful look at the commitments in your life and make a plan based on that awareness. Write down your plan and discuss each step honestly with your mentor/mentee.

Allowing Personal Distractions Your top focus during your mentorship should be developing yourself as a professional. You can still discuss personal information with your mentor or mentee but keep respectful boundaries in mind. Talking about a favorite show or vacation spot can help you bond and find common ground, especially during the beginning stages. You will find the right balance in both professional and personal topics of conversation that will help the relationship grow.

Expecting a Mentor to Provide All the Answers Providing answers - or having them handed to you - does not lead to growth and learning. Rather, a good mentor will ask guiding questions that let their mentees discover their own solutions and the pathways that work for them. Expecting answers prevents the mentee from discovering his or her own leadership style.

Other things to consider include: • A mentee may rely on the mentor’s approval and not gain confidence and independence • A mentee should not fear criticism or mistakes • The mentor should be consulted or provide support and feedback, not solutions.

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Being Too Nice or Too Patient Being too nice, or too patient can lead to dissapointment.

If expectations or obligations are not being met, don’t silently wait for the problem to correct itself.

Be open and honest with each other.

Moving Too Quickly through Trust Building Many of you were paired with your mentor or mentee because of common industries, interests or personal and professional goals. It might feel effortless to share personal and professional obstacles you’ve faced.

While we encourage you to be open, real and vulnerable, we also suggest you take time to share along the way.

We have a full year together to build strong relationships!

Becoming Frustrated with Slow Progress As we start this program, you might already have experience and ideas about sharing what Valleywise Health does in our community. You might be ready to network and make as many connections as you can. Some might be looking to quickly advance and become leaders in their organization.

All of these goals take time, strategy and planning.

It’s easy to become frustrated when these things don’t happen as fast as we want them to. If this happens, lean on your mentors and fellow mentees for guidance and patience as you steadily and strategically work toward your goals.

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Overinvesting in Friendship with your Mentor/Mentee Great mentor/mentee relationships are built on trust, have defined roles and responsibilities, established short and long-term goals and involve collaborative problem solving.

Appreciation and admiration are common in mentor/mentee partnerships. Early on, be cautious in assuming you are friends.

You may spend time together and have a lot in common, but friendships take time, and often years to develop.

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Workshop: What is Your Definition of a Mentor?

Instructions: Describe what characteristics you hope for in a mentor. What do you aspire to learn from them?

Workshop: What challenges can you see yourself encountering?

Instructions: Of the challenges mentioned above, which one might you find yourself encountering?

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Series 1

Finding Purpose Introduction In this series, we will review passion versus purpose and learn the distinction between the two.

Additionally, we will cover the history of tribes and how traditions of old embody the essence of successful relationships today. In conclusion, we will explore how you can uncover your purpose.

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Objectives Upon completion of this series, we will have reviewed the following: • Passion vs. Purpose • Find Your Tribe • Uncover Your Purpose

Session #1 - Passion vs. Purpose You might come to realize there is a gap between what you’re doing at work and what you believe you’re intended to do with your life. For some, closing that gap might mean switching companies to work for a more purpose-driven brand. For others, it may mean going back to school to train for a different line of work altogether. Working with purpose requires the courage to pivot in a different direction when your soul tells you it’s time.

Sometimes, people discover their purpose in the aftermath of painful experiences. Other times, people are pulled toward a societal problem they feel they can’t ignore or an issue they “can’t not” devote their lives to trying to solve. This is what we call vocational courage. It’s recognizing when there’s a gap between what you are doing, and what you believe you’re made to do, and taking action to close that gap.

Individuals and companies benefit when people come to work every day motivated by a sense of calling. Happiness, then, is not the goal, but rather a byproduct of living on what is called the “purpose path.” In a sense, you don’t find your vocation — your vocation finds you.

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Put your purpose first. It might sound simple, but basing your life on your purpose requires you to first answer some fundamental questions. If you can address the What, How, and Why of your life and your work, you can direct your purpose toward your community and your world.

• What: What are the services that you offer at your organization? What do you do at work? These are your “what”s, the product of your work.

• How: Several companies may offer similar services. However, each company’s, or person’s “how” communicates what makes them special and sets them apart from others who do something similar.

• “How”s are the organization’s or individual’s strengths, values, and guiding principles. They can also include the company’s differentiating value proposition, proprietary process, or unique selling proposition (USP).

• Why: Your “why” is your purpose. If you or your organization can clearly state your “why,” you can do something very few people and organizations can do. You need to know why you do what you do.

It’s the vision that pulls you out of bed in the morning and it provides a clear answer to questions like these: • Why did you get out of bed this morning?

• Why does your organization exist, other than your products, growth and profit?

• Why should anyone care that your organization exists?

Say you have two educators who teach the same subject. They teach the same age group at the same school, and they have the same hours. The content in the curriculum is identical—their “What” is exactly the same.

One educator might approach the content from an analytical perspective, guiding her classroom choices by the latest pedagogical research and judging her students’ achievements through traditional teaching methods.

The other educator might make decisions based on prior experience, discussions with his or her fellow teachers and track student progress more intuitively.

Different students will be attracted to different approaches, and both educators might have similar results.

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Money is not a purpose. Revenues, profits, salaries and other monetary measurements, are simply the results of what we do. Your purpose is about your contribution, the inspiration you provide to others, and your ability to impact and serve others.

Do Not Confuse Making Money with “Your Why” Let’s be honest here — most people are working to earn money. While that might seem to be the obvious “why,” we encourage you to rethink this. Money is part of the picture, but it is a result. It’s not the goal/purpose/idea that inspires any of us to get out of bed in the morning. Think about what you want to earn that money for. Is it for freedom? To travel? To provide a better lifestyle for your kids? Is it to show others how much you have achieved? Money isn’t the thing that drives people. Rather, to understand your “why” you need to go much deeper. Then you can better understand what motivates and inspires you and your organization.

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Session #2 - Find Your Tribe History of Tribes The term “tribe” derives from the Latin word “tribus” and refers to a political division in ancient Rome.

As the term evolved over centuries, it came to indicate a group of people living in a specific geographical area with a loose political structure woven into everyday life: economics, religion and politics were part of routine activities. People gained power or authority on the basis of personal merit.

The Sentinelese For as many as 55,000 years, this group has lived on North Sentinel Island, part of the Andaman Islands, near India in the Indian Ocean.

They have no contact with the outside world, and vigorously reject all contact with outsiders. In 2018, they killed a tourist who was trying to make contact with them.

The San - Believed to be the oldest African tribe and possibly the world’s most ancient race, this group has been living in Southern Africa for at least 30,000 years. According to South African History Online, research suggests the San’s ancestors became isolated from other early groups around 100,000 years ago and re-entered the gene pool at a later time. As a result, the San have the most diverse and distinct DNA of any indeginous African group, making them direct descendants of the original humans.

There are many kinds of tribes, and belonging to one (or several) can be beneficial — or detrimental.

As social, economic, and political structures grew, so did the meaning of the tribe. Academic and public references to tribalism have been expanded to refer to behaviors and beliefs associated with diverse populations, including those that share any of the following: Race, ethnicity, language, religion, ways of life, kinship, attitudes, worldview and generation.

No longer tied to place, “tribe” and “tribalism” have come to connote allegience to identity categories, even apparently frivolous ones such as graduation year or car brand ownership. Tribal allegiances can also become divisive; creating a non-productive “us vs. them” mentality.

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How We Find Community Modern-Day Tribes As we look back at the history of tribes, we can see how modern day “tribes” have formed into groups and communities that share a common interest, background or goal. Whether you’re united by the place you grew up, the school you attended, the sports team you root for or the activites you like to do, it’s important to take the time to reflect. Why am I a part of this community? How does being a part of this community lift me up? How do I lift up others?

The communities you’re a part of can also change and evolve as you grow. The community you need when you’re in college is completely different than the community you need as a professional or as a parent.

It’s essential to take the time to be grateful and recognize the importance of the communities you have in your life. Especially during the COVID-19 pandemic, we all have become acutely aware of how much community matters.

Tips for Making Meaningful Connections in Your Community • Actively listen • Take the initiative • Be open to learning something from everyone • Find common interests or ways to relate • Make an effort to follow up

“Alone, we can do so little; together, we can do so much.”

- Helen Keller

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Session #2 - Find Your Tribe While tribalism predates recorded history, what are some drawbacks to these traditions you see in today’s modern society?

Workshop: Who are the members of your tribe/community?

Instructions: Think of the people who make up your inner (or sometimes outer) circle, the people to whom you gravitate to for one reason or another.

You might find that some people fit into more than one category.

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List the people who fit into your tribe/community.

Family/Friends

Professional Groups

Look at your lists. When you need support working to achieve your purpose, who would you approach first for counsel? What characteristics and behaviors draw you to them?

Who would you avoid? Identify characteristics of those who might distract you from your purpose. List the characteristics and behaviors that might cause you to go elsewhere:

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Session #3 - Uncover your Purpose My purpose is to ______________ (your contribution to the lives of others) so that ______________________________________ (impact of your contribution).

When drafting your purpose statement, keep the following in mind:

Ineffective Ideas • Make everyone around me happy so they can live a better tomorrow • Increase my income so my daughter can go to college and live the life I could not • Fit in with the norm.

Effective Ideas • Ignite people’s imagination about what’s possible, so they are motivated to do more with their lives.

• Propel people forward, so they can make their mark in the world.

• Encourage people to do the things that inspire them, so together we can change the world.

Now that you have created a Purpose Statement, identify one or two people you associate with your purpose statement. These are people you know you can count on to hold you accountable to your purpose and to challenge you when you deviate from it. Write down their names and establish a date by which you will share your purpose with them.

Names

Deadlines

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Workshop: Mentee: This session is intended to be extremely personal, so prepare to go deep.

Instructions: Identify seven stories from your past you feel stand out as defining experiences of your life.

1.

2.

3.

4.

5.

6.

7.

After you have listed your seven stories, rate them from least impactful to most impactful (scale of 1-3).

Prepare to discuss your stories with your mentor; you will be asked to provide more detail about your stories.

Mentor Your task during this activity is to identify patterns in the stories. This will help you and your mentee uncover the individuals’ purpose. You are helping discover what drives the individual and to help them understand what has shaped the core of there being, and how that drives their decisions and values. Your primary role in this process is to listen and ask questions to reveal the underlying meaning for each memory. As you listen, take notes. Notice patterns, words and phrases that reoccur in the stories. Put your own biases aside and remain open to your mentee’s stories.

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Techniques that can help you ask questions to elicit more information and insight: • As you listen and take notes, make eye contact, lean in, and offer affirmation.

• Remember this is not therapy: you are not here to give advice but to offer understanding.

• Avoid simply asking “Why?” This will not provide deeper understanding.

• Avoid questions that elicit little more than yes or no. Avoid leading questions, which have an answer embedded in them.

When you are the listener in a sensitive environment, the right non-directive questioning can help the speaker describe their viewpoint more fully. Here are some questions you can ask: • What about that experience did you love/dislike the most?

• Why do you think that is?

• What sort of impact do you think this had? Describe the circumstances in more detail.

• Can you think of a time you felt that way before? What was that feeling like?

• Did that remind you of something? What about that frightened you?

• What about that made you feel happy, loved or appreciated?

• Why did you choose that story vs. xyz? When you said xyz, tell me more about that?

How do you think this changed you?

• You’ve said xyz a few times. Why do you think this recurs in your stories?

• Why this story about this specific person?

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Series 2

Reaching Goals Introduction In this series, we will cover various methods that will aid you in reaching your goals. At times, accomplishing your goals can be challenging, but with the correct mindset and approach, you can make reaching your goals easier.

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Keeping our Purpose in Focus Last session, we uncovered our purpose. Please write it again below to keep it in focus...

My purpose is to ______________ (your contribution to the lives of others) so that _______________________________________ (impact of your contribution).

Objectives Upon completion of this series, we will have reviewed the following: • Fear Setting • Willpower • Breaking Bad Habits • Benefits of Attempts or Partial Success • Cost of Inaction

Session 4: Fear Setting Oftentimes, we prioritize goal setting and overlook the importance of fear setting. Implementing fear setting into your life can lead to breakthrough success, not only in business but in your personal life as well. Famous entrepreneur Tim Ferris defines fear setting as “Fear setting is an exercise that allows you to define and face your worst fears, outline next steps for preventing or overcoming them, and face the consequences of not taking action.”

“We suffer more in imagination than in reality.”

-Seneca “Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.”

-Dale Carnegie

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What if...

What if...

What if...

What if...?

These two words can easily derail your purpose.

Common feelings associated with this train of thought include: • Fear of Negative Consequences • Anxiety • Doubt • Risk Avoidance • Lack of Motivation • Lack of Ambition Some fears might be irrational, but many are rooted in reality and therefore should be considered — and solved. The next sections will lead you through exercises that can help you manage your fears.

Workshop: Fear Setting Exercise 1 Instructions: Write down 10 to 20 entries for each criteria.

Define - what are the worst things that could happen to you?

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

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Prevent — How could you prevent the listed activities from the define section from happening to you?

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

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Repair — If your worst fear should occur, how could you repair the situation? Who would you ask for help? If you can’t figure out a total repair, what would be an acceptable partial fix, or even a new direction?

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

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Workshop: Fear Setting Exercise 2 Instructions: Make a list of the possible benefits if successful or partially successful. Might you build confidence, develop skills, grow emotionally, financially, or otherwise?

Spend 10 to 15 minutes brainstorming these actions.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

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Workshop: Fear Setting Exercise 3 Instructions: Make three lists of the costs of your inaction. In other words, if I avoid doing this thing what might I miss out on?

We don’t often consider the negative cost of not changing anything and maintaining status quo. Ask yourself...If I avoid taking this action, what might my life look like in 6 months...12 months...3 years?

Capture as much detail — emotional, financial, physical — as you can.

6 months

12 months

3 years

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Session 5: Addressing Adversity and Framing Your Mindset It’s true what they say... everyone will face some form of adversity in their lifetime.

It could be professional adversity, such as struggling to get along with a coworker, client or supervisor, facing discrimination in the workplace, being asked to relocate or having an unexpected change in management. Or, you could face personal adversity... like the loss of a loved one, a major health issue, strained family relationships, a natural disaster or a tragic accident.

Some of these challenges you will look back 5, 10 or 20 years later and barely remember, while other challenges might be pivotal moments in your life.

“Life is 10% what happens to you and 90% how you react to it.”

-Charles R. Swindoll

Workshop: Adversity and Opportunity Instructions: Take a moment to reflect on adversity you have faced.

What are 3-4 challenges that changed the way you look at life?

What did you learn about yourself during and after the challenge?

First Challenge - _________________________________ How would you describe what you endured during this challenge (physically, emotionally, spiritually)?

How did this challenge change the way you look at the world?

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What did you learn about yourself after facing this adversity?

Second Challenge - _____________________________ How would you describe what you endured during this challenge (physically, emotionally, spiritually)?

How did this challenge change the way you look at the world?

What did you learn about yourself after facing this adversity?

Third Challenge - _____________________________ How would you describe what you endured during this challenge (physically, emotionally, spiritually)?

How did this challenge change the way you look at the world?

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What did you learn about yourself after facing this adversity?

Fourth Challenge - _____________________________ How would you describe what you endured during this challenge (physically, emotionally, spiritually)?

How did this challenge change the way you look at the world?

What did you learn about yourself after facing this adversity?

Reflection Questions How did your mindset toward facing adversity change from your first challenge to your most recent?

In what ways do I conquer adversity in a healthy manner? In which ways could I improve upon facing adversity throughout my life?

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Looking Back on Past Lessons To overcome adversity, remember the key lessons you learned from the prior Emerging Leaders sessions. You have control over how you react to the adversity life throws your way.

As we move through the rest of the Emerging Leaders program, remember to look back and reflect on what we’ve learned so far... how will these lessons help you face adversity and move forward?

• When facing adversity, dive in to your passions and how you make an impact with your purpose • Lean into your tribe (your family, friends, colleagues, groups or organizations) to help you through challenges • When going through difficult times, look back and reflect on your purpose and how it inspires you to move forward

Keeping our Purpose in Focus My purpose is to ______________ (your contribution to the lives of others) so that _______________________________________ (impact of your contribution).

• Recognize your fears, acknowledge what’s the worst that could happen and how you would repair them

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Tips for Overcoming Adversity • Find your sense of humor • Be mentally prepared • Take stock of all you’ve been through already • Adversity offers valuable insights • Make peace with the solution • Embrace it as a chance for opporunity • Refuse to give up • Have a purpose • Keep a positive mindset • Believe in your capabilities

Source: Entrepreneur.com

Breaking Bad Habits and Framing Your Mindset As you look back and reflect on the adversity and challenges you’ve faced throughout your life, it’s important to recognize where your mindset was at that time.

Was it in a state of denial, anger, confusion or heartbreak? Did you eventually find yourself in a state of acceptance? How did you find light at the end of the tunnel?

When you were enduring each of these challenges, what were habits you noticed during these times?

Maybe you coped by going to the gym and exercising more than normal. Maybe you relied on support from your friends and family, or turned inward and didn’t share what was going on with the outside world.

Write down 2-3 of the habits you noticed during these times.

What would you say to yourself when you were going through these challenges?

While enduring hardship or adversity, it can become difficult to form a positive mindset. While it sounds easier than it is to execute, it is essential to personal and professional growth and transformation. It starts with positive self talk.

A positive affirmation is a brief statement repeated frequently to encourage and inspire yourself and others.

Positive affirmations can help raise confidence, control negative feelings like frustration or anger, improve self-esteem, improve productivity or overcome a bad habit.

According to Healthline, regular repeition of positive affirmations can encourage your brain to take them as fact. When you truly believe you can do something, your actions will often follow.

Positive affirmations can offer a step towards change or healing while facing adversity.

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Examples of Positive Affirmations

“I am a powerful leader.” “I get things done.”

“I belive in myself.” “I arrive to places on time.” “I am confident.”

“I have the power to create change.”

“I am comfortable in who I am.”

“I am enough.”

“I do not give up.” “I can and I will.” “I am reliable.”

Now, it’s time to write down your affirmations. Write down five affirmations that could apply to your professional life or personal life.

It can sound silly, even ridiculous, to write and read out loud your positive affirmations. But, the more you read them to yourself and say them throughout the day, the more you begin to believe them to be true. Write them and place them somewhere you will see them everyday.

The more you can use this tool when you’re going through good times, the more you will be prepared for how to frame your mindset and talk to yourself when enduring future challenges.

Series 3

Building Impact Introduction In this series, we will introduce various methods to help you effectively communicate your message, discuss components for compelling storytelling and conclude with how to engage in a culture of philanthropy.

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Keeping our Purpose in Focus As we dive into effectively communicating and sharing your story, please write down your purpose from the Uncover Your Purpose section.

My purpose is to ______________ (your contribution to the lives of others) so that _______________________________________ (impact of your contribution).

Objectives Upon completion of this series, we will have reviewed the following: • Effectively Communicating your Message • Sharing Your Story • Engaging in the Culture of Philanthropy

Session 6: Storytelling Now that you have outlined your purpose, identified the fears that led you to your purpose, and learned how to circumvent those fears, you are ready to communicate your message.

Conveying a message might seem like a simple task, but it is a process that is easier said than done.

Here are some tips for effective communication: • Notice your impact when speaking/delivering the message.

Observe your audience’s body language.

• Learn from your peers who are effective communicators.

• Seek feedback on your communication.

• Emphasize your vocal pitch to further engage the audience.

• Avoid rambling. Be concise.

• Engage the listener/audience by posing questions.

• Pay attention to your non-verbal cues.

Are you using appropriate gestures and body language?

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Components of Good Storytelling Effective storytelling entails a deep understanding of human emotions and motivations.

Great stories...

• appeal to our deepest emotions.

• have a clear structure and purpose.

• have a hero or character the audience roots for.

• are surprising and unexpected!

“To the brain, good stories are good stories, whether firstperson or third-person, on topics happy or sad, as long as they get us to care about the character.”

- Dr. Paul Zak, professor of Economic Sciences and Psychology Dr. Paul Zak is known for coining the term “neuromanagement.” He has studied brain imagery and the effects of oxytocin on teams and bonding individuals. Zak has written several books on how to build trust among teammates through appealing to different hormones.

Some of the hormones you can appeal to when telling stories are...

• Oxytocin - building trust between the storyteller and the audience by being vulnerable.

• Serotonin - conveying your story with passion and joy draws in your audience.

• Dopamine - creating excitement, motivating the audience and driving them to your focus.

• Endorphins - sharing something amusing that allows for creativity in your stories.

Workshop: Telling Your Story Instructions: Think of a personal story you would like to share with the group. Write down the points you would like to cover in the story. Practice sharing your story once out loud. How can you make your story more concise? What emotions would you like to elicit from the story?

Instructions: From the story above, how can you showcase your purpose? How does it relate to your passion for giving back?

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Instructions: After sharing your story, write down positive feedback you received from your group members.

Instructions: What are 2-3 ways you can improve your storytelling based on feedback from your group?

Instructions: After this practice sharing your story and your purpose, who are some of the groups or communities you want to share it with?

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Session 7: Leadership and Leading Diverse Teams Philosophers, politicians, athletes and motivational speakers who have written about leadership say it can be a difficult and complex topic to define.

In this session, we will explore...

• the characteristics that define a leader • the risks and rewards of being a leader • how to lead diverse teams.

“A leader knows the way, shows the way and goes the way.”

- John C. Maxwell, New York Times best-selling author “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.”

- Rosalynn Carter, Former First Lady of the United States “Earn your leadership every day.”

- Michael Jordan,

Six-time national champion and five-time MVP, basketball legend

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How do you define leadership?

Who do you respect as a leader?

Think of all the different types of leaders you’ve come across throughout your life.

When you look at the people you see as leaders, what characteristics do they share? What makes them an effective leader? How do they treat people? How do they handle difficult situations?

List 8-10 characteristics of effective leaders.

1 2 3 4 5 6 7 8 9 10

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Rewards, Risks and Responsibilities of Being a Leader When leading a team, there are several rewards, risks and responsibilities to consider. Anyone can become a leader, but it’s important to reflect if it’s a role you’re willing to take.

Rewards • Helping others on your team succeed • Making a direct impact on your team’s success • Gaining experience and prepare for future leadership roles

Risks • Being watched by your team and expected to set the example • Earning and maintaining trust and respect can be difficult • Not always being liked • Some teammates having jealousy that you have a leadership role • Handling conflict • Being held responsible for when things go wrong

Responsibilities • Setting the mental and emotional tone for the team • Leading your team through planning, strategy and execution of tasks • Handling conflict when it comes up • Supporting your teammates as they grow

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The 4 Cs of Being an Effective Leader You’ve now reflected of the rewards, risks and responsibilities of being a leader and what are some of the characteristics you see in effective leaders. To break it down even further, here are four main characteristics that define an effective leader.

Commitment • self-motivated and self-disciplined • one of the hardest workers on the team • cares passionately about the team’s success

Confidence • believes in self in and outside of work • wants to perform in pressure situations • mentally and emotionally resilient

Composure • able to keep emotions in check • controls negative emotions and uses healthy coping mechanisms

Character • does the right thing • responsible, accountable and reliable • honest with your teammates and people above you • treats people with respect

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Workshop: Evaluating the 4 Cs of Being an Effective Leader On a scale of 1-5 (1 being the lowest and 5 being the highest), how would you rate yourself on each of the following descriptions of being an effective leader?

Commitment • self-motivated and self-disciplined • one of the hardest workers on the team • cares passionately about the team’s success

Confidence • believes in self in and outside of work • wants to perform in pressure situations • mentally and emotionally resilient

Composure • able to keep emotions in check • controls negative emotions and uses healthy coping mechanisms

Character • does the right thing • responsible, accountable and reliable • honest with your teammates and people above you • treats people with respect

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Which of the 4 Cs of being an effective leader represents you well?

Which of the 4 Cs do you think you could improve on?

How to Lead Diverse Teams As an effective leader, it’s important to know your team members. What motivates them?

What makes them unique and different? What strengths do they bring to the table? Where do they still have room to grow? The more you know and embrace each one of your team members, the easier it will be to gain their trust and respect.

When you lead a diverse team, it can be an incredible advantage to have people with different perspectives and experiences coming together. It can also lead to conversations that can be uncomfortable but also necessary to have.

Some examples include...

• setting boundaries • dealing with distractions at work • addressing hygiene • addressing dress code • representing the organization on social media • challenging stigmas and stereotypes • making disability accommodations • respecting different values and beliefs • learning cultural and regional differences In the end, getting to know and building rapport with your team will help you navigate these difficult conversations and challenge you to become a more effective leader.

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Need ways to learn more about your team?

Here are resources exploring personality types, strengths and character.

The Enneagram The Enneagram is a system of personality typing that describes patterns in how people interpret the world and manage their emotions and behaviors. According to the Enneagram, each of the nine basic personality types is defined by a particular core belief about how the world works. This core belief can drive our deepest motivations and fears, as well as shape the way we look at the world.

Knowing your Enneagram type, as well as the type of each team member, you can learn more about their core beliefs, motivations and fears.

There are several books, podcasts and articles on the Enneagram. To learn more, visit enneagraminstitute.com.

Strength Finders by CliftonStrengths/Gallup Since 1949, over 26 million people have taken the Strengths Finders test, originally created by Don Clifton. The Strength Finders test is 177 questions that unlocks your top five strengths out of 34 possible strengths. This tool is designed to help you discover what you and your teammates naturally do best and how you can develop your greatest talents into strengths.

Based on your results, the book shares resources for how to develop your strengths and those of people around you. Data from Gallup shows that people who are able to use their CliftonStrengths in their work are six times as likely to be engaged in their jobs and to strongly agree that they have the chance to do what they do best every day.

Learn more at gallup.com/cliftonstrengths.

The Four Temperaments This system to test personality draws its roots from ancient Greek and Arabic medicinal studies.

This way to look at personalities argues there are four major types of personalities - sanguine, phlegmatic, choleric and melancholic.

Like the two resources above, The Four Temperaments assess a person’s natural temperament and how they look at the world. This can be helpful when learning about the natural temperaments of your teammates or when you’re building your team, to add new people of different temperaments to offer diversity in perspective.

There are many books and online resources to learn more. “The Four Temperaments: A Rediscovery of the Ancient Way of Understanding Health and Character” is a great read.

Session 8: Building a Culture of Philanthropy As we wrap up our Emerging Leaders program, it’s important to reflect on WHY you should care about getting involved in philanthropy and being a part of the change in our community.

According to Nonprofit Quarterly, a culture of philanthropy is a subset of organizational culture.

It refers to your organization’s attitude toward philanthropy. Organizations with a great culture of philanthropy understand the value of organizational culture, the importance of philanthropy and the link between philanthropy and fund development.

At Valleywise Health Foundation, we call it being ALL IN for Valleywise Health and ALL IN for building a healthier Arizona.

However, you don’t have to work for a nonprofit organization to incorporate philanthropy into your company’s culture. Giving back and being community-focused can still remain an integral part of your company’s mission, vision and values.

Another important concept to understand is the importance of corporate social responsibility (CSR).

According to Harvard Business School, corporate social responsibility (CSR) is the idea that a business has a responsibility to the society that exists around it. Companies that embrace CSR empower their employees to be and to act in a socially responsible way.

“It is not good enough to do what the law says.

We need to be on the forefront of issues of social responsibility.”

- Anders Dahlvig, CEO of IKEA

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Types of Corporate Social Responsibility Being socially responsible can vary from company to company. In the end, the causes that align with the mission, vision and values of the company matter most.

Environmental Responsibility Environmental responsibility refers to the belief that organizations should behave as environmentally friendly as possible. Some examples of ways companies can embrace environmental responsibility are...

• Reducing pollution, plastics, water consumption or waste • Increasing reliance on reusable energy, resources and recycled materials • Offsetting negative environmental impact (planting trees, funding research, etc.)

Ethical Responsibility Ethical responsibility refers to ensuring a company is operating in a fair and ethical manner. This means to aim to achieve fair treatment of all stakeholders, including leadership, investors, employees, suppliers and customers.

Examples of ethical responsibility include fair working conditions, fair working wages, products, ingredients or materials sourced according to free trade standards or others.

Philanthropic Responsibility Philanthropic responsibility is a business’ aim to actively make the world and society a better place.

Companies driven by philanthropic responsibility will often dedicate a portion of their earnings to nonprofit organizations. Often, businesses choose nonprofit organizations with missions that align directly with theirs. However, there are times, especially emergency cases, where it’s important to support nonprofits directly effected by timely and cultural events, such as civil rights movements, pandemics or natural disasters.

Economic Responsibility Economic responsibility is the practice of a company backing its financial decisions based on its decisions to be environmentally, ethically and philanthropically responsible. A company’s end goal does not necessaily need to be to maximize profits, but their goal can be to positively impact the environment, people and society as a whole.

Source: Harvard Business School

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Benefits of Creating a Culture of Philanthropy Many people view a culture of philanthropy or corporate social responsibility as a great marketing tool for your company. Although it is true that participating in philanthropy can position your company in a positive light, it also improves employee engagement and satisfaction in their job.

Philanthropic initiatives can also attract high-quality potential employees to your organization.

Corporate social responsibility encourages your leadership to pause, reflect on their business practices and ask themselves how they can be better. These reflections can often lead to innovation and solutions.

Tips for Fostering a Culture of Philanthropy • Focus on building a community in your organization • Share your knowledge and expertise with others • Have your leadership set the tone • Recognize the issues impacting your local community • Create a plan to give back that can be executed • Give back a small percentage of every dollar earned • Organize team opportunities to volunteer • Leverage the unique skills of your company and team members

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Serving on a Board of Directors One of the ways that many business professionals give back their time, talent and treasure is through serving on a board of directors of a nonprofit organization.

Along with broadening your network and your influence in the community, you can make an impact on the issues you care about when serving on a nonprofit board. Before agreeing to serve on a board, it’s important to recognize how much of your time and money it will cost for you to participate. A majority of boards have a standard commitment to attend meetings, make personal donations to the nonprofit and solicit funds from your network.

It can be an enriching and rewarding experience to serve on a board where the cause resonates with you.

Tips for Finding and Serving on a Board • Get involved in organizations that you're passionate about to get invited to serve on the board.

Start by volunteering and attending events.

• If you are asked to serve on a board, clearly state what skills, knowledge or expertise you would contribute.

• Strategically choose boards that will challenge you and broaden your horizons.

• Ask for written policies, bylaws or previous minutes to learn about the operation of the board and the nonprofit itself.

• Invite a current or past board member to coffee to learn about why they serve on the board.

Be direct and proactive. If you would like to serve on a board, tell another board member on that board that you also would like to serve.

• Ask for clear expectations from the organization — learn what they want from you • How much time will I be asked to give?

• Are the meetings on weekends, weeknights or weekdays?

• Will I be asked to join a committee? How much work goes into those committees?

• How long will I commit to serving on the board?

• What is the personal donation expectation and how often?

• Will I have to use my connections to raise funds?

If you have never served on a board of directors, use your resources. Ask one of the Emerging Leaders mentors for tips on how they were introduced to boards, how they joined boards and why they chose to dedicate their time.

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In what ways do you embrace a culture of philanthropy?

What are 2 - 3 goals you have to improve a culture of philanthropy (both in your company and personally?)

What are a few key takeaways from the Emerging Leaders program? We hope you learned something from each session to take along your journey.

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THANK YOU... for joining us in our mission to build a healthier Arizona.

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Sources Course Overview U.S. Department of Health and Human Services, Office of Disease Prevention and Health Promotion, 2021. “Social Determinants of Health.”

Find Your Tribe - How We Find Community South African History Online, 2021. “The San.” Smith. Kiona N. Forbes.com, 2018. “Everything We Know About The Isolated Sentinelese People of North Sentinel Island.”

Addressing Adversity / Frame Your Mindset Patel, Deep. “10 Ways Successful People Push Through Adversity.” Entrepreneur.com, 2018.

Raypole, Crystal. “Positive Affirmations: Too Good to be True?” Heathline.com, 2020.

Storytelling “Paul J. Zak: Professor of Economic Sciences, Psychology & Management Director, Center for Neuroeconomics Studies.”

Claremont Graduate University. 2021.

Leading Diverse Teams Clifton, Don. “Strengths Finder 2.0: from Gallup” 2019.

Janssen, M.S. Jeff. “The Team Captain’s Leadership Manual.” Winning The Mental Game, North Carolina. 2014.

Kruse, Kevin. “100 Best Quotes on Leadership.” Forbes.com, 2012.

Owens, Molly. “What is the Enneagram of Personality?” Truity.com, 2021.

Rolfe, Randy. “The Four Temperaments: A Rediscovery of the Ancient Way of Understanding Health and Character.”

Marlowe & Company, New York. 2002.

Culture of Philanthropy Hannon, Kerry. “How To Get A Seat On A Nonprofit Board.” Forbes. 13 July, 2013.

Joyaux, Simone. “Building a Culture of Philanthropy in Your Organization.” Nonprofit Quarterly. 2015.

Stobierski, Tim. “Types of Corporate Social Responsibility To Be Aware Of.” Harvard Business School. 8 April, 2021.

“Ten Ways To Successfully Incorporate Philanthropy Into Your Company Culture.” Forbes. 11 August, 2020.

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