Leadership Begins and Ends«.

With You
CATCH-Healthy Tomorrows Training Meeting August 15-16, 2008 Chicago, Illinois Gilbert C. Liu MD, MS
The speaker in this session has no relevant financial relationships with the manufacturer(s) of any commercial product(s) and/or provider of commercial services discussed in this CME activity. The speaker will not discuss or demonstrate pharmaceuticals and/or medical devices that are not approved by the FDA and/or medical or surgical procedures that involve an unapproved or "off-label" use of an approved device or pharmaceutical.

Why Leadership? Why Now?
‡ Health Care and Medicine at the Vortex of Change ‡ Citing a ³leadership void´ in health care-AMA, AHA, IHI, AAMSE«..on and on ‡ Leadership is not position-Not just seats at the table or at the head of the table-Leadership is about values, vision, behavior and results ‡ The burden is greater in pediatrics-The profession needs strong leadership-But children need strong adult leaders more than ever-they have no voice ‡ ONE effective leader can make a HUGE difference

Why Leadership? The Physician Perspective
‡ When you learn it and apply it, you find leadership really DOES matter
± Accounts for at least one-third of results of an organization

‡ Amazingly, leaders in health care are often chosen for reasons having nothing to do with ability to lead ‡ Most of us have not thought of leadership as a skill we need-We are incomplete without it. ‡ You can ³grow´ your leadership skills

Exercise: A Leader You Know
‡ Think about a leader that has made a real impact on you and/or your life
± List the attributes and behaviors of this leader that made the deepest impression upon you, and which you try to emulate

Characteristics of Exemplary Leaders Commonly Reported ‡ Honest ± Consistent. principled. committed ‡ Competent ‡ CREDIBLE . trustworthy ‡ Forward looking ± Clear purpose and direction ‡ Inspiring ± Sense of purpose and worth.

You Are Already a Leader« ‡ Leadership occurs at all levels and in all positions within organizations ‡ Leadership is behavioral. and therefore. learnable .

Can You Learn to Be a Better Leader? .

Learning to Lead ‡ Observation of others (50%) ‡ Trial and error²Feedback (40%) ‡ Education (10%) ‡ Awareness and faith in your own abilities .

Leadership-It May Begin and End With You-But It Is All About Others ‡ Bringing out the best in oneself and in others in an effort to make a difference ‡ Not a position but rather practices and behaviors that mobilize others .

---Lao Tzu .Avoid putting yourself before others and you can become a leader among men.

The Best Science of Leadership ‡ Goleman¶s ³Emotional Intelligence´ ‡ Kouzes and Posner¶s 5 Practices in ³The Leadership Challenge´ .

Transactional ‡ Servant Leadership ‡ Others .Goleman:What Makes a Leader? ‡ IQ + EQ + Style(s) ± Intelligence ± Emotional Intelligence ± Repertory/Synergy of Leadership Styles ‡ Transformational vs.

Goleman¶s Emotional Intelligence: Summary ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Know thyself ( ) Control thyself Optimism: a positive attitude Empathy: care about others and care for others Vision Develop others Celebrate: encourage the heart Master multiple styles .

now!´ Coaching: ³Try this´ .Leadership Styles ‡ ‡ ‡ ‡ ‡ ‡ Coercive: ³Do what I tell you´ Authoritative: ³Come with me´ Affiliative: ³People come first´ Democratic: ³What do you think?´ Pacesetting: ³Do as I do.

Leadership that gets results.and What Doesn¶t Goleman D. March-April 2000 . Harvard Business Review.What Works«.

How Often Do You Look In the Mirror? ‡ Self Assessment ± Are you honest about strengths and weaknesses in behaving as a leader? ± Do you have a good feel for your strongest and weakest leadership styles? ± Do you see yourself as leading? ‡ Dialogue and Feedback From Others ± Are you open or closed to it? .

and all with the object not only of carrying out a purpose. unites energies. but of creating further and larger purposes.´ ‡ Mary Parker Follett .‡ ³ [A] leader releases energy.

Why Kouzes and Posner? ‡ Data collection and validation over 15 years-It works! ‡ Rigorous research standards ‡ Data collected in the field with real people ‡ 360 review (above. below) of leadership practices ‡ Practical-makes sense and easy to remember and implement . at level.

Leadership Is« ‡ Behavioral ‡ Learnable ‡ Which behaviors lead to success? .

5 Practices of Excellent Leaders: The Evidence Base ‡ ‡ ‡ ‡ ‡ Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart .

MODEL THE WAY Farm Credit Services of America .

communicating.Model the Way ‡ FIND YOUR VOICE ± Clarifying. and living your personal values is the ³soul´ of leadership ± Deeds are consistent with principles ‡ SET THE EXAMPLE ± Actions speak louder than words ± Produce small wins-get results .

sense of pride .Find Your Voice ± Clarify and remain consistent with values and beliefs ± Pay attention to how team adheres to shared values²create dialogue ‡ Standards.

Setting the Example ‡ Provide tangible evidence of your commitment-show results ‡ DWYSYWD .

The Symbiosis of Leadership and Management ‡ Leadership ± ± ± ± ± What to accomplish Doing right things Ladder in right place Direction/navigation Destination ‡ Management ± ± ± ± ± How to accomplish Doing things right Efficient climbing Detail/operation Road Map R E S U L T S .

Leaders Need Tools ‡ Pediatric Leadership Alliance Toolkit .

´ ‡ Barbara A. it can achieve. Robinson .‡ ³Whatever your mind can conceive and believe.

Inspire a Shared Vision Stanford University .

Inspire a Shared Vision ‡ ENVISION THE FUTURE ± Vision of what could be ± Invent the future ‡ ENLIST OTHERS IN YOUR VISION ± Inspire commitment ± Share enthusiasm ± Open a dialogue .

values ‡ Intuit the future ± New insights. priorities. focus energies in present ‡ Be Foresighted .Envisioning the Future ‡ Imagine the ideal ± Positive and engaging ± Standard of excellence.

passion ‡ Build commitment ± Communicate expressively. appeal to interests.Enlist Others ‡ Focus collective energy ± Discover a common purpose. dreams of others ‡ Impart responsibility. bridging vision with reality-Connect the dots for people . personal stake ± Make it their own ‡ Demonstrate personal conviction ‡ Outline your strategy and plan.

Exercise: Great Visions ‡ Articulating end results in one sentence ‡ What are the greatest ³visions´ you have ever heard leaders articulate? ‡ What do they have in common? .

Challenge the Process ‡ SEARCH FOR OPPORTUNITIES ± ± ± ± Innovate Change Grow Challenge motivates and raises performance levels ‡ EXPERIMENT AND TAKE RISKS ± Take risks ± Support good ideas ± Learn from mistakes to do better the next time .

help others develop personal stake ‡ Remain open to other¶s views .Arousing Intrinsic Motivation ‡ Create opportunities for others to outdo themselves ± Know what others can do and what they find challenging²promote sense of self worth. renew the team.

Fostering Risk Taking ‡ Change as a positive challenge ± Identify possibilities for development. make it safe to experiment«and fail . acknowledge fears. take initiative ‡ Sense of control ± Challenging but within reach ‡ Commitment/interest ± Identify rewards.

Leadership: Synonymous With Success in Navigating Change .

The Dual Nature Of Change The Organizational Iceberg Goals Products Structure Technology Financial Resources Policies & Procedures Roles & Responsibilities Rewards & Recognition Perceptions Attitudes Values Feelings Informal Interactions Group Norms Structural Aspects Human Aspects .

Inc. .Individual Transition Process The Journey Endings New Beginnings Neutral Zone Productivity ³CHAOS´ Drake Beam Morin.

People must be nurtured Change process must be managed .

plant closing.) Managed Change Morale/ Productivity/ Commitment Minimum Acceptable Unmanaged Change Time Drake Beam Morin. merger. . Inc.The Productivity Impact of Change Idea of Change Introduced (restructuring. etc.

.Organizational Change The objectives of organizational change cannot be successfully achieved until a critical mass of people have completed their own individual changes« which changes the culture.

Working Change Model for Working People Courtesy of PLA .

Managing Complex Change Vision Skills Incentives Resources Action Plan Status Quo Case for Change Skills Incentives Resources Action Plan Confusion Case for Change Vision Incentives Resources Action Plan Anxiety Case for Change Vision Skills Resources Action Plan Gradual Change Case for Change Vision Skills Incentives Action Plan Frustration Case for Change Vision Skills Incentives Resources False Starts Shared Need Vision Skills Incentives Enabling Systems Action Plan Change .

Enable Others to Act ReGen Technologies .

Enable Others to Act ‡ FOSTER COLLABORATION ± ³We´ mentality ± Build a team of strong. capable and committed members ‡ STRENGTHEN OTHERS ± Share the sense of ownership .

allows diverse inputs ‡ Builds trusting relationships ‡ Betters espirit de corps ± Need each other ‡ Breeds commitment ± Shared goals and responsibility .Fostering Collaboration ‡ Improves performance ± Sustains future interaction.

make connections ± Offer support .Strengthen Others ‡ Feeling powerful=feeling able ± Ensure self leadership ± Provide choices ± Develop competence-provide skills and knowledge ± Assign tasks.

Achieve Small Wins ‡ ‡ ‡ ‡ Doable steps Keep momentum going Sustain commitment Accentuate intrinsic rewards .

Encourage the Heart ‡ RECOGNIZE CONTRIBUTIONS ± ³Authentic´ Recognition ± Individual and group achievements ‡ CELEBRATE THE VALUES AND VICTORIES ± Spirit of Community ± Doing good and doing well .

Recognize Contributions ‡ Build self confidence through expectations/feedback ‡ Stimulate and motivate internal drives ± Sense of accomplishment ‡ Connect performance and rewards ‡ BUT-if it is not ³authentic´ it can have the opposite impact of what is desired .

Celebrate Accomplishments ‡ ‡ ‡ ‡ ‡ Honor team members Tell GREAT stories Share success Encourage others and their passion Link to core values .

and efforts .Exercise: Encouraging the Heart ‡ Discuss the most innovative and effective ways you have seen leaders and organizations recognize accomplishments. achievements.

Experiment and Take Risks-generate small wins ‡ 7. Celebrate values and ‡ Victories-spirit of community . Enlist others-Appeal to shared aspirations ‡ 5. Recognize contributions-Show authentic appreciation ‡ 10. Strengthen others-Share power and discretion ‡ 9.³Ten Commitments of Leadership´ ‡ 1. Foster collaborationCooperative goals and trust ‡ 8. Set the example-Align actions with values ‡ 3. Envision the futureennobling and exciting ‡ 4. Search for opportunities-innovate. change ‡ 6. grow. Find your voice-Clarify personal values ‡ 2.

‡ ³Leadership is not something that you learn once and for all. talents. It is an ever-evolving pattern of skills. and ideas that grow and change as you do.´ ‡ Sheila Murray Bethel .

LEAD! ‡ ‡ ‡ ‡ Your patients need you to lead Your Academy needs you to lead Your profession needs you to lead Make the practice of leadership a part of your everyday practice THANK YOU .

Sign up to vote on this title
UsefulNot useful