Leadership in Changing Times

1. Leadership in Changing Times Bud Nicola, MD, MHSA and Susan Allan, MD, JD, MPH

2. Learning Objectives By the end of this class, students will be able to: • Identify strengths and potential pitfalls of different social and leadership styles. • Describe various styles and preferences for dealing with conflict, and when they are most effective. • Plan and organize meetings to effectively advance an agenda for organizational change. • Develop a policy brief or use a similar process to engage others and achieve alignment on new policies or programs. • Describe three key factors in effective communication as a leader. • Describe the importance of cultural competency in being an effective leader.

3. Leadership In Changing Times Monday, August 4 Who You Are 8:30 Summer Institute Welcome Room 316 9:00 Course Introduction and Culture chest (Bud and Susan) 10:00 Break 10:15 Lifelong Learning (Susan) 11:50 Reflection 12:00 Lunch 1:00 Social Styles and Leadership Styles (Bud) 2:50 Reflection 3:00 Break 3:15 Personal Mastery 4:20 Reflection 4:30 Self assessments

4. Leadership In Changing Times Tuesday, August 5 Working with Conflict and Change 8:30 Introduction to change management; dealing with conflict (Bud) 9:50 Getting things done through meetings (Bud) 10:00 Break 10:15 Continue with morning topics (Dr. Lawrence Loh, Fraser Health Authority) 11:50 Reflection 12:00 Lunch 1:00 Talking to leaders - Preparation for leaders conversation (Susan) 2:00 Panel leader discussion, Muriel DeLaVergne-Brown, Mark Szalwinski 3:15 Break 3:30 Health Leaders Forum Join us for a complimentary networking reception immediately following the panel.

5. Leadership In Changing Times Wednesday, August 6 Working with Others 8:30 Communications and influence (Hilary Karasz) 10:00 Break 10:15 Policy briefs (Susan) 12:00 Dialogue on Racial Equity and Health, Scott Winn 1:30 Racial, ethnic, gender, and generational aspects of leadership (Susan) 3:00 Break 3:15 Working with others 4:50 Reflection; review Toolkit Presentation webinar

6. Leadership In Changing Times Thursday, August 7 Bringing it all together: Integrating and Launching 8:30 Leadership example (Dr. Ed Walker, University of Washington) 10:00 Break 10:10 Group Photo 10:15 Debriefing and next steps (Susan and Bud) 12:00 End of Summer Institute

7. Culture Chest

8. What is Leadership?

9. Defining Leadership Leadership: the process of inspiring others to work hard to accomplish important tasks

11. Lifelong Learning Susan Allan, MD, JD, MPH

12. “Why Leadership Development Fails To Produce Good Leaders” from “Psychology Today,” Ray B Williams “Most leadership development initiatives focus on competencies, skill development and techniques, which is some ways is like rearranging the deck chairs on a sinking ship. Good leaders need to become masters of themselves before they can attempt to be masters of anything else.” http://www.psychologytoday.com/blog/wired-success/201310/why-leadership-development-fails-produce-good-leaders

13. “Leadership development initiatives need to focus on the following core areas to really make a difference …” • Self-awareness. • Emotional self-mastery. • A deep understanding of the dynamics of human behavior on an individual basis. • Ongoing engagement…”any substantial behavioral or attitudinal change requires continuity and a long-term commitment to be successful” • An individual personal stake in self-development. • Choosing people who know how to mentor, coach and develop leaders. • Incorporate mindfulness practices into leadership development. Good leaders are reflective and often introspective. http://www.psychologytoday.com/blog/wired-success/201310/why-leadership-development-fails-produce-good-leaders

14. The #1 Reason Leadership Development Failsfrom “Forbes,” Mike Myatt “Training” vs “Development” • Training – orients to known systems, practices • Assumes that the “right way” to do things is known • Development - nuanced, contextual, collaborative, fluid. http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails/

15. Training Development Occurs beyond the norm Tests courage Focuses on the future Focuses on effectiveness • Blends to a norm • Tests patience • Focuses on the present • Focuses on efficiency http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails

16. Development is transformational. - focuses on growth. - catalyzes innovation. - focuses on solutions. - explores the unknowns. - moves people beyond their comfort zones. - is infinite. http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails

17. Personal Styles andLeadership Styles Bud Nicola, MD, MHSA

18. Session Objectives • Leadership begins with who you are • Discover your social style preference • See how strengths, overdone, become weaknesses • Learn to recognize preferences of others • See the value of diversity in accomplishing organizational work • See the dangers of group think • Learn to “borrow” other styles Slides courtesy of Dr. Ed Walker

19. The MBTI Four Preferences • What is our energy source? • Extraversion vs. Introversion • How do we take in information? • Sensing vs. Intuition • How do we make decisions? • Thinking vs. Feeling • What is our orientation to the world? • Judging vs. Perceiving

20. Extraverted Characteristics (E) • Act first, think/reflect later • Feel deprived when cutoff from interaction with the outside world • Usually open to and motivated by outside world of people and things • Enjoy wide variety and change in people relationships Introverted Characteristics (I) • Think/reflect first, then Act • Regularly require an amount of "private time" to recharge batteries • Motivated internally, mind is sometimes so active it is "closed" to outside world • Prefer one-to-one communication and relationships

21. Sensing Characteristics (S) • Mentally live in the Now • Using common sense and creating practical solutions is automatic-instinctual • Memory recall is rich in detail of facts and past events • Best improvise from past experience • Like clear and concrete information; dislike guessing when facts are "fuzzy" Intuitive Characteristics (N) • Mentally live in the Future • Using imagination and creating/inventing new possibilities is • Memory recall emphasizes patterns, contexts, and connections • Best improvise from theoretical understanding • Comfortable with ambiguous, fuzzy data and with guessing its meaning.

22. Thinking Characteristics (T) • Instinctively search for facts and logic in a decision situation • Naturally notices tasks and work to be accomplished. • Easily able to provide an objective and critical analysis • Accept conflict as a natural, normal part of relationships with people. Feeling Characteristics (F) • Instinctively employ feelings and impact on people in decision situations • Naturally sensitive to people needs and reactions • Naturally seek consensus and popular opinions • Unsettled by conflict; have almost a toxic reaction to disharmony.

23. Judging Characteristics (J) • Plan many of the details in advance before moving into action. • Focus on task-related action. • Work best and avoid stress when keep ahead of deadlines. • Use targets, dates and standard routines to manage life and commitments. Perceiving Characteristics (P) • Comfortable moving into action without a plan; plan on-the-go. • Like to multitask, have variety. • Naturally tolerant of time pressure; work best close to the deadlines. • Avoid commitments which interfere with flexibility, freedom and variety

24. Discussion What do you think your preference is?

27. Isn’t there a simpler way to do this? Wait – that’s 16 different combinations! http://www.youtube.com/watch?v=wRBx8IkV-kQ

28. Assertiveness Less Assertiveness More Assertiveness

29. Verbal Behavioral Clues

30. Non-Verbal Behavioral Clues

31. Responsiveness Less Responsiveness Controls emotions More feeling displayed More Responsiveness

32. Verbal Behavioral Clues

33. Non-Verbal Behavioral Clues

34. A Four Box Solution More Assertive Less Assertive EXPRESSIVE AMIABLE More Responsive Less Responsive DRIVER ANALYTIC Merrill and Reid

35. Hey, don’t try to box me in… I’m more than a label! • No best or worst style – advantages and disadvantages to each • Strengths, pushed far enough, become liabilities • No pure styles – but one is usually preferred • Behavior style does not explain the whole person, just perception • 75% of the world is not like you – better learn to adapt!

36. Driver – Extroverted Thinking • Action oriented • Decisive • A problem solver • Direct • Assertive • Demanding • A risk taker • Forceful • Adventuresome • Competitive • Self-reliant • Independent • Determined • An agitator • Results oriented

37. Driver Style – the Doer LISTENING Growth action Strong willed Independent Practical Decisive Efficient Pushy Severe Tough Dominating Harsh + Tends to be perceived as - Stress action AUTOCRATIC POWER

38. Recognizing Drivers • Swift reaction time • Maximum effort to control • Minimum concern for caution in relationships • Present time frame • Direct action • Tendency to reject inaction • Need for control/results/achievement

39. Expressive – Extroverted Feeling • Verbal • Motivating • Enthusiastic • Gregarious • Convincing • Emotional • Impulsive • Generous • Influential • Charming • Confident • Inspiring • Dramatic • Optimistic • Animated

40. Expressive Style – the Intuitor CHECKING Growth action Ambitious Stimulating Enthusiastic Dramatic Friendly Manipulative Excitable Undisciplined Reacting Egotistical + Tends to be perceived as - Stress action PERSONAL ATTACK

41. Recognizing Expressives • Rapid reaction time • Maximum effort to involve • Minimum concern for routine • Future time frame • Impulsive action • Tendency to reject isolation • Need for excitement/personal approach/acceptance

42. Amiable – Introverted Feeling • Patient • Loyal • Sympathetic • A team person • Relaxed • Mature • Organized • Questioning • Supportive • Stable • Considerate • Empathetic • Persevering • Trusting • Congenial

43. Amiable Style – the Feeler INITIATION Growth action Supportive Respectful Willing Dependable Agreeable Conforming Unsure Pliable Dependent Awkward + Tends to be perceived as - Stress action COMPLIANCE

44. Recognizing Amiables • Unhurried reaction time • Maximum effort to relate • Minimum concern for effecting change • Present time frame • Supportive action • Tendency to reject conflict • Need for cooperation/personal security/acceptance

45. Analytic – Introverted Thinking • Diplomatic • Accurate • Conscientious • A fact finder • Systematic • Logical • Conventional • Analytical • Sensitive • Controlled • Orderly • Precise • Disciplined • Deliberate • Cautious

46. Analytic Style – the Analyzer DECLARATION Growth action Industrious Persistent Serious Exacting Orderly Critical Indecisive Stuffy Picky Moralistic + Tends to be perceived as - Stress action AVOIDANCE

47. Recognizing Analytics • Slow reaction time • Maximum effort to organize • Minimum concern for relationships • Historical time frame • Cautious action • Tendency to reject involvement • Need for accuracy/being right/achievement

48. If You’re Still Not Sure... • Driver: · Objective-focused · Know what they want and how to get there! · Communicates quickly, gets to the point · Sometimes tactless and brusque · Can be an "ends justify the means" type of person · Hardworking, high energy · Does not shy away from conflict • Expressive: · Natural salesmen or story-tellers · Warm and enthusiastic · Good motivators, communicators · Can be competitive · Can tend to exaggerate, leave out facts and details · Sometimes would rather talk about things than do them! • Amiable: · Kind-hearted people who avoid conflict · Can blend into any situation well · Can appear uncertain · Has difficulty with firm decisions · Often loves art, music and poetry · Highly sensitive · Can be quiet and soft-spoken • Analytical: · Highly detail oriented people · Can have a difficult time making decisions without ALL the facts · Make great accountants and engineers · Tend to be highly critical people · Can tend to be pessimistic in nature · Very perceptive

49. Comparison of Styles Adapted from Merrill and Reid

50. Common “Four-Box” Characterizations