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LEADERSHIP

LEADERSHIP. William A. Peck, M.D. Director, Center for Health Policy Alan A. and Edith L. Wolff Distinguished Professor of Medicine Former Dean, School of Medicine, Washington University in St. Louis. 1/15/14; Pediatric Leadership Dev., St. Louis Children’s Hospital.

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LEADERSHIP

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  1. LEADERSHIP William A. Peck, M.D. Director, Center for Health Policy Alan A. and Edith L. Wolff Distinguished Professor of Medicine Former Dean, School of Medicine, Washington University in St. Louis 1/15/14; Pediatric Leadership Dev., St. Louis Children’s Hospital

  2. “Strength and wisdom are not opposing values.”

  3. “I am extraordinarily patient – provided I get my own way in the end!”

  4. LEADERSHIP

  5. Leader/Manager (overlapping) • Coach/Quarterback • Future/Present • Do the right thing/Do things right • Plan, engage, launch/implement

  6. The “Process” Elements of Leadership – A Checklist (assuming the vision) • Lead by example • Listen aggressively • Communicate purpose and meaning • Create a climate of trust

  7. The “Process” Elements of Leadership – A Checklist • Take calculated risks • Stretch the boundaries of standard procedure • Build up your people • Improve their quality of life

  8. The “Process” Elements of Leadership – A Checklist • Generate unity • Facilitate

  9. Contributing Principles – YOU! • Character, persona and process (given intelligence, “expertise”, desire). • Character – honesty, ethics, values • Persona – fundamentally, who you are • Process – how you behave

  10. Lessons from the Top The Search for America’s Best Business Leaders (1999) Edited by Thomas Neff and James Citrin (Spencer Stuart leaders)

  11. Self-Awareness: • Perceptions and Assessments of You (by you and by others): • Do you take time for self-reflection? Are you honest? • Who are you when you are at your best ANDworst? • What fires you up?

  12. Self-Awareness: • Do you believe that you can improve your leadership skills? • Are you aware of resources to assist you?

  13. Courtesy of Psychological Associates

  14. Assessing Leadership • Qualities ex ante • Process • Progress • Results ex post

  15. What causes leadership failure? • Unawareness of self • Externals • Misfits • Character • Incompetence

  16. Resources for Leadership Enhancement: Reports (by example or counseling) Employees The literature Objective assessment and coaching Self Family Friends Peers

  17. Bonuses:

  18. Successful leaders delegate effectively

  19. The “pitfalls” of delegation: • Misjudging capacity, motivation – picking the wrong person • Making vague, ambiguous requests • Asking for results you do not want or need

  20. The “pitfalls” of delegation: • Abandoning the delegate – hoping they will do a good job on their own • De-motivating by failing to yield enough control

  21. New Ballgame! • Resource limitations; • Public trust; • Mobility; • Communication expansion

  22. ISSUES

  23. ISSUES

  24. ISSUES

  25. ISSUES

  26. Practical Qualities:

  27. Patrick Lensioni’s Model: 5 Dysfunctions of a Team

  28. Results: Strong teams never lose focus on results • Teams that trust one another: • Engage in conflict; • Committo decisions; • Hold one another accountable • Will likely set aside their individual needs and agendas and focus almost exclusively on what is best for the team and its results

  29. References: Linda L. Martin and David D. Mutchler. Fail-Safe Leadership, Delta Books, 2006.

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