Building Leadership Skills for Change Management in Your Residency, Practice and Department

Building Leadership Skills for Change Building Leadership Skills for Change Management in Your Residency, Management in Your Residency,

Practice and DepartmentPractice and DepartmentJeri Hepworth, Ph.D.

Professor and Vice-Chair, Family MedicineDirector, Faculty Development Programs,

University of Connencticut School of Medicine Susan McDaniel, Ph.D.

Dr Laurie Sands Distinguished Professor of Families & Health Associate Chair, Department of Family Medicine Director, Institute for the Family, Department

of Psychiatry University of Rochester Medical Center Rochester NY

Collaborative Family Healthcare Association 14th Annual ConferenceOctober 4-6, 2012 Austin, Texas U.S.A.

Session #October __, 2012

Faculty Disclosure

We have not had any relevant financial relationships during the past 12 months.

Objectives: Participants will:

• Be able to identify effective leadership skills for change management and recognize how they are related to existing skills of collaborative care professionals.

• Be able to identify the personal self-regulation skills needed for effective leadership.

• Experience leadership exercises that can be adapted for their own settings.

Learning Assessment

A learning assessment is required for CE credit.

Participants will have opportunities to consider their own perspectives and engage with others around the workshop

material.

Negative Change Experiences

• Think about change management experiences that went awry

• What were the elements that contributed to your negative experience?

• Insufficient training• No preparation for culture shift• Communication – not sharing info• Blame/responsibility – scapegoating leader• Power struggles/ lack of alignment• Identify stakeholders• Lack of transparency about process• Inertia – preference for status quo• Poor modeling of leaders

• Too many changes at once or in a row• Triangulation among participants/anxiety• Change as imposition /lack of inclusion• Distrust of past behavior of leaders• Balance between accountability and sharing

responsibility• Taking resistance personal

Appreciative Inquiry Exercise

Think of a time when you were part of a team that implemented a change with great success

• What was it about you that contributed to the success?

• What about your colleagues contributed to the success of this experience?

• What about your organization contributed to this success?

Consensus Exercise

Identify 6 skills that made the change management process so effective

Skills/Principles for Leadership Success

• Leadership has to be behind the change• Fairness and sacrifice• Empowering others and bringing them into

the team• Strategic vision• “We” not “I”• Initiative at all levels, everyone involoved• Good listeners

Leadership Success

• Conflict management• Change as process• Relationship-centered• Resources• Feedback• Inclusion at all levels• Clear communication about a clear process• Being realistic and prioritizing

Leadership Success Skills

• Expect resistance• Punctuate cooperation as opposed to compromise• Encourage a diversity of perspectives• Use individual, dyadic, and small group processes to

tap into an inclusive process of change• Actively manage the group process• Work to bring in new people and develop a new

group “culture”• Work to bring in

Leadership Skills

• Motivate people to believe in a vision• Learn the other person(s) “culture” before

starting the task• Be sure to MEASURE the process and defined

outcomes so you know wherer and how you’ve arrived

Kotter’s Phase Model of Change Kotter’s Phase Model of Change (1990)(1990)

• Establish a sense of urgency• Create a coalition• Develop a clear vision• Share the vision• Empower people to clear obstacles• Secure short-term wins• Consolidate and keep moving• Anchor the change

The Five Practices of Exemplary Leadership

(Kouzes and Posner, 1987)

• Model the behavior • Inspire a Shared Vision• Challenge the process• Enable others to act• Encourage the heart

Emotion Self-Regulation

• Think of a change management situation that you are or would like to undertake.

• Identify any emotional minefields that you will need to avoid or defuse.

What are the skills and attitudes that help you be an effective leader and

avoid unhelpful reactivity?

Example is not Example is not the best way to influence others. the best way to influence others.

It is the only way. It is the only way.

Albert Schweitzer Albert Schweitzer

Session Evaluation

Please complete and return theevaluation form to the classroom monitor

before leaving this session.

Thank you!