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Developing Leadership Skills

Developing Leadership Skills. Professional Development Workshop 2011 NASPGHAN Annual Meeting October 23, 2011 Orlando, Florida David A. Gremse, M.D.

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Developing Leadership Skills

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  1. Developing Leadership Skills Professional Development Workshop 2011 NASPGHAN Annual Meeting October 23, 2011 Orlando, Florida David A. Gremse, M.D. 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.

  2. I have no financial relationships with any commercial entity to disclose

  3. Why Leadership? • 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

  4. 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

  5. Characteristics of Successful Leadership • Lead by example • Treat others as you would like to be treated • Don’t ask others to do things you aren’t willing to do yourself • Leaders supply what’s missing • See where there are needs in your group or institution and step up to fill the gaps

  6. You Are Already a Leader… • Leadership occurs at all levels and in all positions within organizations • Leadership is behavioral, and therefore, learnable

  7. Can You Learn to Be a Better Leader?

  8. 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 • Learning to Lead • Observation of others (50%) • Trial and error—Feedback (40%) • Education (10%) • Awareness and faith in your own abilities

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

  10. The Best Science of Leadership • Goleman’s “Emotional Intelligence” • IQ + EQ + Style(s) – (Intelligence + Emotional) • Repertory/Synergy of Leadership Styles • (Transformational vs. Transactional Leadership or Servant Leadership) • Kouzes and Posner’s 5 Practices in “The Leadership Challenge” • 1) Model the Way 4) Enable Others to Act • 2) Inspire a Shared Vision 5) Encourage the Heart • 3) Challenge the Process

  11. 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

  12. 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”

  13. What Works….and What Doesn’t Goleman D. Leadership that gets results. Harvard Business Review, March-April 2000

  14. 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?

  15. “ [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

  16. Leadership Is… • Behavioral • Learnable • Which behaviors lead to success?

  17. 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 • DWYSYWD

  18. “Whatever your mind can conceive and believe, it can achieve.” Barbara A. Robinson

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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

  24. Leadership:Synonymous With Success in Navigating Change

  25. 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

  26. Individual Transition Process The Journey New Beginnings Endings Neutral Zone Productivity “CHAOS” Drake Beam Morin, Inc.

  27. People must be nurtured Change process must be managed

  28. 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.

  29. 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.

  30. Enable Others to Act • FOSTER COLLABORATION • “We” mentality • Build a team of strong, capable and committed members • STRENGTHEN OTHERS • Share the sense of ownership

  31. 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

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

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

  34. Encourage the Heart • RECOGNIZE CONTRIBUTIONS • “Authentic” Recognition • Individual and group achievements • CELEBRATE THE VALUES AND VICTORIES • Spirit of Community • Doing good and doing well

  35. 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

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

  37. 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”

  38. “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

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

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