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Leadership Begins and Ends…. With You

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

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Leadership Begins and Ends…. With You

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  1. 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.

  2. 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

  3. 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

  4. 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

  5. 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

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

  9. 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

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

  11. The Best Science of Leadership • Goleman’s “Emotional Intelligence” • Kouzes and Posner’s 5 Practices in “The Leadership Challenge”

  12. Goleman:What Makes a Leader? • IQ + EQ + Style(s) • Intelligence • Emotional Intelligence • Repertory/Synergy of Leadership Styles • Transformational vs. Transactional • Servant Leadership • Others

  13. 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

  14. 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”

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

  16. 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?

  17. “ [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

  18. 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

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

  20. 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

  21. MODEL THE WAY Farm Credit Services of America

  22. 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

  23. 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

  24. Setting the Example • Provide tangible evidence of your commitment-show results • DWYSYWD

  25. 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

  26. Leaders Need Tools • Pediatric Leadership Alliance Toolkit

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

  28. Inspire a Shared Vision Stanford University

  29. 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

  30. 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

  31. 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

  32. 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?

  33. 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

  34. 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

  35. 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

  36. Leadership:Synonymous With Success in Navigating Change

  37. 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

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

  39. People must be nurtured Change process must be managed

  40. 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.

  41. 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.

  42. Working Change Model for Working People Courtesy of PLA

  43. 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

  44. Enable Others to Act ReGen Technologies

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

  46. 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

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

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

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

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