LEADERSHIP & MANAGEMENT Ülkümen Rodoplu,MD

1. LEADERSHIP & MANAGEMENT Ülkümen Rodoplu,MD

2. Who is the leader ?What is leadership ?What is management ?Why do we need this ?

4. What is leadership? Leading people Influencing people Commanding people Guiding people

5. The first responsibility of the leader is to define reality. The last is to say thank you. In between is a servant. Max DePree

6. Leadership requires the courage to resist the pressures of immediate situations. Joseph Badaracco

7. EMERGENCY DEPARTMENT • Area of complex interactions. • Involves multiple providers. • Numerous, interrelated processes with disparate resources.

8. IMPACT OF EMERGENCY DEPARTMENT • Staggering in its reach. • Confusing in its complexity. • Intimidating in its scope. • Multiple jobs are provided in a smooth, coordinated fashion for the patient.

9. Success………….. • Requires effective management. • For effective clinical care, appropriate leadership skills. • Coordination of ED proccesses.

10. MEDICINE… • Art • Science • Business

11. Leadership & ManagementJohn KOTTER • Leadership and management are two distinctive and complementary systems of action. • Each has its own function and characteristic activities. • Both are necessary for success. • Most U.S. Corporations are overmenaged and underled

12. Types of Leaders • Leader by the position achieved • Leader by personality, charisma • Leader by moral example • Leader by power held • Intellectual leader • Leader because of ability to accomplish things

13. Managers vs. Leaders MANAGERS • Focus on things • Do things right • Plan • Organize • Direct • Control • Follows the rules LEADERS • Focus on people • Do the right things • Inspire • Influence • Motivate • Build • Shape entities

14. Common Activities for EDs • Planning • Organizing • Directing • Controlling

15. Planning MANAGER • Planning • Budgeting • Sets targets • Establishes detailed steps • Allocates resources LEADER • Sets strategy • Sets direction • Creates vision

16. Organizing MANAGER • Creates structure • Job descriptions • Staffing • Hierarchy • Delegates • Training LEADER • Gets people on board for strategy • Communication • Networks

17. Directing Work MANAGER • Solves problems • Negotiates • Brings to consensus LEADER • Empowers people

18. Controlling MANAGER • Implements control systems • Performance measures • Identifies variances • Fixes variances LEADER • Motivate • Inspire • Gives sense of accomplishment

19. The Ideal Organization • Has clear goals and expectations. • Has well defined duties and responsibilities. • Has high quality talent and clear cut standards. • Promotes people on merit. • Immune to bureaucracy • Produces high level financial performance.

20. Leadership Styles i) Leadership is essentiallyduetocharisma. - Rare, illusive, can not be taught. - “Leadersareborn not made. - This dilemma ignorestheroles of experience, judgment, boldness.

21. Leadership Styles ii) Training is themain element toproduceleaders. - Skillsandtechniquesaloneare not sufficienttoproduceprogress. - Leadstotheparalysis of analysiswhenfacedwithcritical, time dependentproblems.

22. Leadership Styles iii) Situationalleadershiporstylephilosophy - Appropriateresponsecomesdowntothis: “-Italldepends.” - Leadersstyleshouldvarywitheachsituation.

23. Basic Principles for Leaders • Have two to three years to make measurable financial and cultural progress. • Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities. • Balance intense focus on priorities with flexibility on implementation….

24. Basic Principles, con’t • Decide about new organization architecture. • Build personal credibility and momentum. • Earn right to transform entity. • Remember there is no “one” way to manage a transition.

25. How To Create Momentum ? • Learn and know about ED • Securing early wins • First set short term goals. • When achieved make a big deal. • Should fit long term strategy . • Foundation for change. • Vision of how the organization will look . • Build political base to support change. • Modify culture to fit vision.

26. Create Momentum Build credibility • Demanding but can be satisfied. • Accessible but not too familiar. • Focused but flexible. • Active. • Can make tough calls but humane.

27. How Far Can You Go?