Leadership begins and ends with you
Download
1 / 56

Leadership Begins and Ends…. With You - PowerPoint PPT Presentation

Leadership Begins and Ends…. With You. CATCH-Healthy Tomorrows Training Meeting August 15-16, 2008 Chicago, Illinois Gilbert C. Liu MD, MS.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha

Download Presentation

Leadership Begins and Ends…. With You

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


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 “leadership 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 “grow” 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, trustworthy

  • Forward looking

    • Clear purpose and direction

  • Inspiring

    • Sense of purpose and worth, committed

  • Competent

  • CREDIBLE


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 error—Feedback (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


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

---Lao Tzu


The Best Science of Leadership

  • Goleman’s “Emotional Intelligence”

  • Kouzes and Posner’s 5 Practices in “The Leadership Challenge”


Goleman:What Makes a Leader?

  • IQ + EQ + Style(s)

    • Intelligence

    • Emotional Intelligence

    • Repertory/Synergy of Leadership Styles

      • Transformational vs. Transactional

      • Servant Leadership

      • Others


Goleman’s Emotional Intelligence: Summary

  • Know thyself (γνωθι σεαυτόν)

  • Control thyself

  • Optimism: a positive attitude

  • Empathy: care about others and care for others

  • Vision

  • Develop others

  • Celebrate: encourage the heart

  • Master multiple styles


Leadership Styles

  • Coercive: “Do what I tell you”

  • Authoritative: “Come with me”

  • Affiliative: “People come first”

  • Democratic: “What do you think?”

  • Pacesetting: “Do as I do, now!”

  • Coaching: “Try this”


What Works….and What Doesn’t

Goleman D. Leadership that gets results. Harvard Business Review, March-April 2000


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?


“ [A] leader releases energy, unites energies, and all with the object not only of carrying out a purpose, but of creating further and larger purposes.”

Mary Parker Follett


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, at level, below) of leadership practices

  • Practical-makes sense and easy to remember and implement


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


Model the Way

  • FIND YOUR VOICE

    • Clarifying, communicating, and living your personal values is the “soul” of leadership

    • Deeds are consistent with principles

  • SET THE EXAMPLE

    • Actions speak louder than words

    • Produce small wins-get results


Find Your Voice

  • Clarify and remain consistent with values and beliefs

  • Pay attention to how team adheres to shared values—create dialogue

    • Standards, sense of pride


Setting the Example

  • Provide tangible evidence of your commitment-show results

  • DWYSYWD


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

The Symbiosis of Leadership and Management

R E S U L T S


Leaders Need Tools

  • Pediatric Leadership Alliance Toolkit


“Whatever your mind can conceive and believe, it can achieve.”

Barbara A. Robinson


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


Envisioning the Future

  • Imagine the ideal

    • Positive and engaging

    • Standard of excellence, priorities, values

  • Intuit the future

    • New insights, focus energies in present

  • Be Foresighted


Enlist Others

  • Focus collective energy

    • Discover a common purpose, passion

  • Build commitment

    • Communicate expressively, appeal to interests, dreams of others

  • Impart responsibility, personal stake

    • Make it their own

  • Demonstrate personal conviction

  • Outline your strategy and plan, bridging vision with reality-Connect the dots for people


Exercise: Great Visions

  • Articulating end results in one sentence

  • What are the greatest “visions” 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


Arousing Intrinsic Motivation

  • Create opportunities for others to outdo themselves

    • Know what others can do and what they find challenging—promote sense of self worth, renew the team, help others develop personal stake

  • Remain open to other’s views


Fostering Risk Taking

  • Change as a positive challenge

    • Identify possibilities for development, take initiative

  • Sense of control

    • Challenging but within reach

  • Commitment/interest

    • Identify rewards, acknowledge fears, make it safe to experiment…and fail


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

Structural Aspects

Perceptions

Attitudes

Values

Feelings

Informal Interactions

Group Norms

Human Aspects


Individual Transition Process

The Journey

New

Beginnings

Endings

Neutral

Zone

Productivity

“CHAOS”

Drake Beam Morin, Inc.


People must be nurtured

Change process must be managed


The Productivity Impact of Change

Idea of Change Introduced

(restructuring, merger, plant closing, etc.)

Managed

Change

Morale/

Productivity/

Commitment

Minimum

Acceptable

Unmanaged

Change

Time

Drake Beam Morin, Inc.


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


Shared Need

Vision

Skills

Incentives

Enabling

Systems

Action

Plan

Change

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


Enable Others to Act

ReGen Technologies


Enable Others to Act

  • FOSTER COLLABORATION

    • “We” mentality

    • Build a team of strong, capable and committed members

  • STRENGTHEN OTHERS

    • Share the sense of ownership


Fostering Collaboration

  • Improves performance

    • Sustains future interaction, allows diverse inputs

  • Builds trusting relationships

  • Betters espirit de corps

    • Need each other

  • Breeds commitment

    • Shared goals and responsibility


Strengthen Others

  • Feeling powerful=feeling able

    • Ensure self leadership

    • Provide choices

    • Develop competence-provide skills and knowledge

    • Assign tasks, make connections

    • Offer support


Achieve Small Wins

  • Doable steps

  • Keep momentum going

  • Sustain commitment

  • Accentuate intrinsic rewards


Encourage the Heart

  • RECOGNIZE CONTRIBUTIONS

    • “Authentic” 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 “authentic” 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


Exercise: Encouraging the Heart

  • Discuss the most innovative and effective ways you have seen leaders and organizations recognize accomplishments, achievements, and efforts


1. Find your voice-Clarify personal values

2. Set the example-Align actions with values

3. Envision the future-ennobling and exciting

4. Enlist others-Appeal to shared aspirations

5. Search for opportunities-innovate, grow, change

6. Experiment and Take Risks-generate small wins

7. Foster collaboration-Cooperative goals and trust

8. Strengthen others-Share power and discretion

9. Recognize contributions-Show authentic appreciation

10. Celebrate values and

Victories-spirit of community

“Ten Commitments of Leadership”


“Leadership is not something that you learn once and for all. It is an ever-evolving pattern of skills, talents, 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


ad
  • Login