Physician Leadership

Skills
Dean Sherzai MD, MAS
Director of Memory and Aging Center
Director of Research, Neurology Dept.
Chair of Aging Committee DAAS
Skills/traits/behaviors
Proactive vs. Reactive
Flexible/Adaptable
Good Communicator
Respectful
Quiet Confidence
Enthusiastic
Open-Minded
Resourceful
Initiative
Inspirational
Honesty
Empowering
Competence
Open to Change
Interested in Feedback
Evaluative
Organized
Consistent
Delegator
Emotional Intelligence
Integrity
Courageous
Rewarding
and many
others
Physician Leadership

What is your definition of Leadership?
What is your definition of Physician
Leadership?
Physician Leadership

Ability to influence others
Can give it value
Can give it vector
Can quantify it
Historical approach
Are leaders born as leaders?
Can people be made into leaders?
Theories
Plato, Plutarch, Socrates, ..
These traits are unique to only a few
people.
Thomas Carlyle Great man theory (1949)
Galton (1869) genetically transmissible
personality traits
Situational leadership Stogdill (1948) Bass
(1990)
Theories
Other theories --Fiedlers (1967) contingency
model, Hersey and Blanchards (1969)
situational leadership model, and
transformational and transactional leadership
models
Back to traits and characteristics but in a
contextual, behavior and outcome framework
Leader Trait Emergence Effectiveness (LTEE)
Model, created by Judge and colleagues (2009)
Integrated Model of Leader Traits, Behaviors, and
Effectiveness (Derue et al., 2011)
Why have our models changed?
More information
More awareness of individual capacity
More Challenging landscape
More opportunity for complex leading
Some Characteristics
Charisma
Extraversion
Agreeableness
Conscientiousne
ss
Openness
Competence
Intelligence
Creativity
Interpersonal
Decision Making
Emotionally calm
Trustworthiness
On the negative side neurosis
Levels of Leadership
Leadership and the self
Leadership with others
Leadership at the group level
Leadership and the Self
Self awareness (know thy self)
Values
Vision of the self
Motivation
Emotional intelligence (stability, delayed
gratification, etc.)
Confidence
Courage
Creativity
Leadership with others
Ability to listen and truly hear
Voice/Language/ body language (genuine)
Communication
Create safety
Synergy from conflict to resonance
Couching/ Mentoring / Empowering Inspiring
Trust (capacity & integrity)
Start with other in mind (understanding the
unique capacity others bring)
Leadership at the group level
Safety
Common vision/ purpose /metrics
Identify opportunities
Skills
Resources
Unique features of the group
Trust
Synergize
Create a culture/ Culture of Synergy /
Culture of abundance
What is unique about physician
leadership
Intrinsic position to influence others
Influencing patients and families
Influencing co workers (clinic & hospital)
Influencing other physicians
Influencing the greater community
Intrinsic trust in the job
Integrity
Capacity
Physicians as traditional leaders
After 7 years + of didactics we are thrown
into leadership
As leader of our clinic
As leader of our department
As leaders in our communities
Physicians
We often fall into the autocratic model
We rarely have the time create and
communicate vision, assess the subjects of
our influence, strategize empowerment
schemes
Skills needed as physicians
Ability to assess the situation
Ability to assess the people one leads
Ability to gather data through new technology
Ability to gather data from co-workers and
subordinates by the traditional skill of listening
Ability to identify opportunities of growth
Ability to create vision
Skills needed as physician
Ability to transfer vision / inspire
Ability to identify sub-ordinates strengths
Ability to draw resources to empower others
Ability to draw resources to synergy and
grow
Ability to to open to rapid change (courage)
Ability to
Ability to assess the situation
To assess the resources at hand
Human
Financial
Material
Assess future potential trajectory according
to the resources and potential resources
Create a Vision/ Mission/ and specific Goals
Data
At the core of leadership / change agents is
data
tools of data collection must be valid
Method of data collection must be valid
Method of analysis must be valid
Interpretation and extrapolation must be
valid
Ability to assess the people around us
Why we need to assess the people we
work with
Many methods of assessing the people that
you work with
Myers Briggs
Strength Finders
The Big five personality test
Minnesota Multiphasic Personality Inventory
Utilizing the results of assessment
Ability to gather information from people
around us
Listening / hearing
Creating safety
Creating conversations
Ability to identify opportunities
The realm of opportunity is immense for
physicians
Different types of care delivery
Community involvement
Collaborative efforts
Other depts.
Other physicians
Other sectors
Policy aspects
Creating Vision
Given the present resources
Future possible sources of resources
Personal interests
Strength of the people around one
Personal Strength
Number of Interests
WHAT VISION CAN ONE SEE AT THE
INTERFACE OF 1-6
Inspiring others
Inspiration is not simply BOMBASTIC
SPEECHES
It is creating synergy between your vision,
others hopes, and laying a tangible path
It is the fuel behind any plan
Ability to identify subordinates strengths
Each person has 100 billion neurons
100 trillion connections
Given the parallel nature of connections in the
brain it amounts to 1 x 10 to 27 -100 power
Nearly infinite potential
And all we have used in the past is others
muscles
We need to identify their strengths and expand
our own capacity through our followers
Ability to marshal resource to empower
others
One part of empowering others towards a
combined vision is identifying others
strengths and set them in that path
Second component is to provide them with
the resources necessary to succeed
Ability to marshal resources to synergize
and grow
Resources for the ultimate project
Build on others experiences
Build on others achievements
Build on others resources
Synergize around the different sources of
resources
Being open to change (courage)
Managers control the status quo
Leaders manage change
Either creating the necessary change
Or adapting to the change around you
Challenges facing us
Healthcare is specially fraught with change
Financial systems
Technology
Care delivery (best practices, epigenetics, etc.)
Ability to adapt to change
Ability to adapt to change
a Changing world
having your hand on the pulse of
change
ability to discern between what is true
trajectory of change from a false one
To make the change with data and
through others experiences
Courage to change
One of the most valuable values of a leader
It is not simply marching down the heart of
the enemy
It is the willingness to leave the comforts of
the status quo
It is the ability to expend energy and safety
for a better horizon but with data and
knowledge as a guide
Having your hand on the pulse of change
In the past leadership was about securing
the center
With an ever increasing rate of change
around us need knowledge of what is
happening in the periphery
Read on latest technology, policy changes,
methods of health care delivery
Ability to discern
All change is not good change
How to discern between which change to
explore?
Does it resonate with your teams vision,
and strengths?
If an idea is great yet doesnt resonate with
your strengths it can become a distraction
Let data & experience be your guide
At all times have data driven evidence of
where your teams achievements are in
relation to the ultimate vision
Let data assess your teams improvement
Let data guide your resource allocation
Most importantly learn about data
gathering, evaluation, and extrapolation
Summary
Identify strengths and resources
Listen, hear, and create safe conversations
Come up with a vision with partners
according to strengths, current and future
potential resources
Be open to change
Let data guide vision and path to change
Synergy is the way of the future
One list of Skills needed for todays
physician

Thank you


Questions?