Advanced leaders recognize and address the challenges inherent in cross-silo


teamwork. Management pressure, individual feelings of anxiety, inadequate breadth or depth of skill sets, and limited resources may influence a team’s ability to work together to design and implement change. A request to work on one of these collab- orative teams may trigger a fear of loss, power, autonomy, or job, so team members may retreat and become protective of their ideas and knowledge. This may be in- terpreted as criticism of other team members, blocking or ignoring otherwise good ideas. When cross-silo teams are used, the meetings should occur early on to un- derstand each individual’s role and foster trust within the group. Ideally, a threat analysis should be conducted before the group forms, including thinking about or listening to why the collaboration might seem threatening, why the partnership is essential, and what potential losses might be perceived. This discussion may provide ideas for strategies to encourage nondefensive behavior once the team begins its work.21


Good leaders can then reinforce each person’s fundamental role to minimize


the perception of threats. Commitment and shared values and vision help teams stay focused on the re-


quired steps to achieve goals, which builds trust that their work will help achieve the desired outcome.22


for new ideas to emerge and maintain an overall sense of direction and purpose.23


Change Management and Innovation A leader has a substantial role in keeping abreast of changes influencing their work. Change is constant, and it is occurring at an accelerated pace. One current example of change in our field is the decline of 50% to 20% in emergency room visits and hospitalizations, even before the COVID-19 pandemic began.24


The decrease was


due to advances in technology that enabled care and monitoring at home through wearable devices, smart videos, home-based laboratory tests, and virtual office visits for routine health care. This phenomenon was predicted as a change driver in the Academy of Nutrition and Dietetics Visioning Report 2017.3


The concepts in that


2017 report remain valid today and in the future; they can serve as a roadmap for advanced leaders skilled at harnessing change. Furthermore, nutrition and dietetics leaders can embrace VUCA—the mana-


gerial acronym referring to volatility, uncertainty, complexity, and ambiguity in an environment—to thrive in practice and lead meaningful, relevant change.25


The


Academy of Nutrition and Dietetics provides guidance for RDNs to build trust and manage unpredictable changes in the Leadership section of its member website (www .eatrightPRO . org / leadership); the leadership concepts discussed in this chapter expand on those ideas. Change models can provide guidance on creating innovation or managing


change. Change management is a process or a series of tasks that is influenced by every part of the business system to which it belongs. For a change management process to be successful, collaboration is essential between each individual, each group, and (hopefully) any outside forces that are most likely to be affected and involved in the change. Box 2.3 includes questions that need to be anticipated and ultimately answered throughout the process.26


CHAPTER 2: Advanced Leadership Skills 31 Leaders who are successful help teams make the space and time


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