Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf ·...

Culture – The Leader’s Role

Career Development Workshop (Day 1) 8 AM to 9:30 AM

2017 AAPS National Biotechnology Conference San Diego, CAMay 1, 2017

_____________________________________

Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)

Pharm.D., BCPS, FACHE

Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University

Do not copy or reproduce without written permission of the author

Culture – Relationship Building as a Leader

Career Development Workshop (Day 2)Same room.

8 AM to 9:30 AM2017 AAPS National Biotechnology Conference

San Diego, CAMay 2, 2017

_____________________________________

Culture – Showing Civility When Your Team Needs it Most

Career Development Workshop (Day 3)Same room

8 AM to 9:30 AM2017 AAPS National Biotechnology Conference

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Leadership and Management Lunch ChatMay 1-3, 2017

11:30 AM–1:30 PMOpen to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown

table cloths

__________________________________________

Leadership and Management Meet-Up6:15 PM–7:00 PM

Marriott Grand Ballroom Foyer – look for the sign

1. Leadership is critical to our organization’s success right now because…

2. If I could improve my leadership skills, I might…

3. If I lead more effectively, my people would…_____________________________________________

Group activity• Count off by 3…please remember your number. • Groups 1 – 3 proceed as directed.• Each group select a scribe – bring paper and pen_______________________________________

• Each group will have 5 minutes to finish the statement.

• After 5 minutes, each group will rotate clockwise to the next poster and have 5 minutes to finish that statement.

• Each group finish all 3 statements.

• Each group will select a spokesman to present (standing up) for 5 minutes to the larger group their top answers to their last poster statement. Do not copy or reproduce without written permission of the author

Today’s Objectives

1. Understand how culture is created.

2. Recognize the behaviors you may unconsciously use to create a culture of fear, or a culture of trust.

3. Begin planning how you will change your behavior to improve the culture of your team.

How is team culture created?

Culture is simply a collection of behaviors

What impacts team culture more…

Corporate policies and procedures?

Behaviors of the team leader?

Key point: Behaviors of the team leader are emulated.

The team leader creates the team culture. Do not copy or reproduce without written permission of the author

The team leader creates the team culture

“Shackleton believed in optimism, lived it, selected the crew for it, talked about it, and praised crew members when they showed it. Optimism became the culture so that the men continued to keep their spirits up…”

- Shackleton’s Way

The team leader sets the tone for the

entire team. - Cannon: Leadership Lessons of the Navy SEALS

Institute of Medicine study circa 2000: To Err is Human

Culture of fear versus culture of trust

Pharmaceutics, biopharmaceutics,pharmacy field of study

Culture of stagnation versus culture of innovation

Stagnation Innovation

The “attrition rate” challenge…

The “attrition rate” challenge…Candidates for new drug to treat a disease might

include 5000 to 10,000 chemical compounds*

*Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.

10 qualify for human testing*

*Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.

10 qualify for human testing*

1 will be approved for marketing***Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.**"Clinical Development Success Rates 2006-2015" (PDF). BIO Industry Analysis. June 2016.

• Please no talking during this exercise• Everyone get a piece of paper and

something to write with• Your answer will be completely

anonymous• Any questions?

Group exercise:

For the past 3 weeks your boss has greeted you like this…

Scenario:

Thoughts?

Fear Trust

As a leader, which

interactions with your

staff impact trust?

Fear Trust

All interactions impact trust.

“To General Marshall he [Eisenhower] conceded…

…it has been a trifle difficult to keep up, in front of everybody, a proper attitude of optimism.

For now, the concealment of his anxieties was part of the art of leadership.”

- Atkinson, An Army at Dawn

General Eisenhower, 1942

Coach Mike McCoy, 2017

What single human muscle has had the most profound impact on history?

It takes 3 years to learn how to use it, but it takes a lifetime to learn when

and where to use it.

- Unknown

What we know about

Great Leaders

Review (day 1) Culture – The Leader’s Role

1. How is team culture created?- Team leader – their behaviors are emulated- “The team leader sets the tone for the entire team”

2. Culture of trust (innovation) and culture of fear (stagnation)

3. All interactions impact culture- the level of trust is always (minute by minute) changing!

- body language - you’re being watched constantly- the tongue - everything you say is scrutinized

- “WAIT”

4. What did you find interesting? Do not copy or reproduce without written permission of the author

Personal action plan

Think of the hundreds of day to day interactions…and golden opportunities to increase trust!... you have with members of your team:• emails • phone calls • texts • passing one another in the hallway • meetings• social events • etc.

Take the next few minutes to write down and share with your partner:1) at least one area where you believe you have room for improvement

to increase the level of trust on your team and,2) why did you choose this area?

Questions?

Feel free to contact me with questions.

To receive my free leadership pearl, go to www.broukerleadershipsolutions.com

…and click on blog subscription

_____________________________________

Leadership and Management Lunch ChatMay 1-3, 2017

11:30 AM–1:30 PMOpen to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown

table cloths

__________________________________________

Enjoy your evening in beautiful San Diego!

I look forward to seeing you tomorrow morning here at 8 AM

Culture – Relationship Building as a Leader

Career Development Workshop (Day 2)2017 AAPS National Biotechnology Conference

Leadership and Management Lunch Chat11:30 AM–1:30 PM

Open to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown

table cloths

__________________________________________

1. Quick review of day 1.

2. Understand and respect the impact of your leadership

3. Strategize how you will take the initiative to build emotional connections with your team.

3. All interactions impact trust- the level of trust is always (minute by minute) changing!

- body language - you’re being watched constantly- the tongue - everything you say is scrutinized

- “WAIT”

Gallup conducts a massive Employee Engagement Survey each year to assess employee engagement.

12 questions are asked (scale of 1 to 5):

“Does my supervisor care about me?”

“Do I receive recognition for good work?”

“Is there someone at work who encourages my development?”

“Does my opinion count?”

“Does my supervisor talk to me about my progress?”

“Does the purpose of my company make my job feel important?”

Etc.. Do not copy or reproduce without written permission of the author

What per cent of US employees are engaged in their work?

1. 12%2. 33%3. 50%4. 67%5. 88%

What per cent of US employees are engaged in their work?

1. 12%2. 33%3. 50%4. 67%5. 88%

“Leaders’ engagement directly influences their employees' engagement, creating

what Gallup calls the "cascade effect," and the link between the two is powerful.

Employees who are supervised by highly engaged managers are 59% more likely to

be engaged than those supervised by actively disengaged managers.”

- Gallup. State of the American Workplace, 2017

Gallup wanted to know:

What’s the Impact?

Surveyed 28,000 employees of large retailer from 300 identical stores.

Asked the 12 questions…

“Does my supervisor care about me?”

“Do I receive recognition for good work?”

“Does my supervisor talk to me about my progress?”

Etc…Do not copy or reproduce without written permission of the author

Employee Satisfaction Survey Scores:Impact on profits

% above or below annual profit goal

Excellent leaders

engaged their

employees…which

resulted in top

performance. - Buckingham, First Break All the Rules

Great Place to Work Institute®

Fortune 500 100 Best Companies to Work For

Survey 2 million employees from 6000 companies worldwide every year

• Measures the “employee experience” similar to Gallup

Is there a correlation between happy employees and healthy bottom lines?

Annualized Returns100 Best vs S&P 500/Russell 3000*

*1998 – 2015, from Burchell, The Great Workplace Do not copy or reproduce without written permission of the author

*1998 – 2015, from Burchell, The Great Workplace

Per cent annualized

return

Per cent annualized

return

S&P 500

Per cent annualized

return

S&P 500

Per cent annualized

return

S&P 500 Russell 3000

Per cent annualized

return

S&P 500 Russell 3000

Per cent annualized

return

S&P 500 Russell 3000 100 Best

*1998 - 2015, from Burchell, The Great Workplace

Per cent annualized

return

S&P 500 Russell 3000 100 Best

Great Place to Work Institute®

Fortune 500 100 Best Companies to Work For

“It’s the relationship you build with your people that gets them to go

above and beyond.”

- Burchell, The Great Workplace

Study looked at relationship between employee engagement scores and profits at 95 auto dealerships (U.S.) over a 6 year period.*

Employee engagement causes performance, not vice versa.

Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)

Leadership & PTSD SymptomsN = 638

- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)

Percent meeting criteria

for PTSD

Quality of leader

for PTSD

Strong leadership

for PTSD

Strong leadership

for PTSD

Strong leadership

for PTSD

Poor leadership

Strong leadership

Positive satisfaction with leadership is

an extremely effective buffer against

symptoms of PTSD, anxiety and

depression. - Mental Health Advisory Team Report (2012)

What are the behaviors of an effective leader?

Small Group Activity

1. Divide participants into groups of about 6 people.

2. Have half the groups create a list (on poster board) behaviors of past/current leaders who created a culture of trust (innovation) and inspired you to go above and beyond.

- place asterisk next to the 3 most impactful behaviors

3. The other group create list (on poster board) of behaviors of past/current leaders that created a culture of fear (stagnation) and made you want to quit!

- place asterisk next to the 3 most impactful behaviors

4. Each group take 10 minutes.

5. Representative from each group present their list and rationale for choosing their top 3 behaviors. (5 minutes each group).

People don’t care how much you know until they

know how much you care.

-Theodore Roosevelt

Study conducted by Center for Creative Leadership to ascertain successful behaviors of C-suite leaders*

*Sessa, Executive Selection, Strategies for Success

What is the behavior that you attribute the most to your success?

“…proactively build relationships with subordinates”

Behavior #1

Study conducted by Center for Creative Leadership to ascertain successful behaviors of C-suite leaders*

*Sessa, Executive Selection, Strategies for Success

What is the behavior that you attribute the most to your success?

“…proactively build relationships with subordinates”

Behavior #1 – Know your staff

Leadership is about building relationships…it’s a contact sport!

“Tell me your story…”Get to know your staff very well

- Basic needs met?- Discuss goals – extremely powerful- Find their struggles

The best leaders understand the

motivations of their team members

and know their people -- their lives

and their families…- Willink, Extreme Leadership

Identify a participant in the room that you either do not know…or do not know well.

Find a piece of paper and something to write with.

Find that person…partner up…and quickly introduce yourself.

Secretly annotate on a piece of paper your level of trust (scale of 1 to 10) with that individual at this moment.

Fold the paper in half. No one will see this number. I will collect the paper.

Fun activity

Between now and tomorrow morning’s seminar, spend time getting to know your new colleague, i.e. you will each “tell your story” over at least 15 minutes each.

One colleague spends 15 minutes listening; you then switch roles and your partner listens.

Fun activityIn role as listener, ask the following questions: • How’s your week going?• Recent challenge or success? • Looking forward to…?• Thankful for…?• Short term and long term goals? • Hobbies?• Leadership/personnel issue at work?• Fears?

Focus on your active listening skills. Assume the following:• You have nothing else to do.• You have no problem to solve.• If you find your mind wandering, notice it

and course correct.

Review (day 2) Culture – Relationship Building as a Leader

1. Only 1 in 3 U.S. employees is engaged in their work.

2. Data suggests that leaders who convey a caring demeanor create higher performing teams.

3. Highly effective U.S. military units have leaders who care for their people.

4. There are 4 specific behaviors that a leader can employ that convey a caring demeanor.

• Behavior #1: Know your staff

5. What did you find interesting?Do not copy or reproduce without written permission of the author

Reflect on the data that suggests that “highly engaged leaders”, i.e. leaders who convey a caring demeanor, create higher performing teams.

Look at the list of behaviors we created that reflected inspiring leadership (culture of innovation).

Take the next few minutes to write down and share with your partner:

1) at least one behavior where you believe you have room for improvement to increase the level of trust on your team and,

2) why did you choose this behavior?Do not copy or reproduce without written permission of the author

Questions?

_____________________________________

Test your listening skills: check out the posters and practice on an unsuspecting author.

table cloths

__________________________________________

Enjoy another evening in beautiful San Diego!

Please don’t forget your fun activity…thanks!

I look forward to seeing you tomorrow morning here at 8 AM

Culture – Showing Civility When Your Team Needs it Most

Career Development Workshop (Day 3)2017 AAPS National Biotechnology Conference

1. Quick review of day 1 and 2.

2. Learn behaviors that create a culture of trust.

3. Learn to give accolades in a way that drive employee performance higher.

4. Learn how to address poor performance.

5. Plan how you will change your behavior to improve the culture of your team.

3. All interactions impact trust- the level of trust is always (minute by minute) changing!

- body language - you’re being watched constantly- the tongue - everything you say is analyzed

- “WAIT”

Review (day 2) Culture – Relationship Building as a Leader

1. Only 1 in 3 U.S. employees is engaged in their work.

2. Data suggests that leaders who convey a caring demeanor create higher performing teams.

3. Highly effective U.S. military units have leaders who care for their people.

4. There are 4 specific behaviors that a leader can employ that convey a caring demeanor.

• Behavior #1: Know your staff

Take out a piece of paper and something to write with.

Ask participants the following: Regarding the “tell me your story” exercise, on a scale of 1 to 10, write down on a piece of paper your level of trust now with your selected participant?

Results will be anonymous.

I’ll collect the scores and annotate them.

Fun activity(cont.)

Harvard Business Review conducted a survey of 20,000

employees worldwide*

*Harvard Business Review online, 11 May 2015

What was the most important

leadership behavior for garnering

commitment and engagement?

1. Inspiring vision

2. Providing useful feedback

3. Recognition and appreciation

4. Being treated with respect

5. Opportunities for learning, growth,

development

Behavior #2

Harvard Business Review conducted a survey of 20,000

employees worldwide*

*Harvard Business Review online, May 11, 2015

What was the most important

leadership behavior for garnering

commitment and engagement?

1. Inspiring vision

2. Providing useful feedback

3. Recognition and appreciation

4. Being treated with respect

5. Opportunities for learning, growth,

development

Behavior #2 – Respect

“There’s one thing that leaders need to demonstrate: respect. No other leadership behavior had a bigger effect on employees…”

Behavior #2 – Respect

Always treat all staff with dignity and respect

Big test…how do you react to bad news?- Never shoot the messenger!

“Confidence is golden, but arrogance is toxic.”

- Wired.com 2013, As a Leader, Are You Confident — or Arrogant?

“Great leaders display a compelling modesty…”

- Collins, Good to Great.

“Great leaders display a compelling modesty…”

- Collins, Good to Great.

What’s the difference between a confident leader… and an arrogant leader?

“Be humble, have fun, and don’t take yourself too seriously.”

Confident leaders listen…arrogant leaders don’t.

Behavior #3 – Be visible

It all came down to brief

interactions I had daily

with employees – in the

hallway, in the cafeteria,

in a meeting room.

Build relationships/trust

Use as opportunity to:- Express gratitude- Ask how you can help them

…also inspire, challenge, mentor

Find out what is really going on…- More info gained in quick visit than

reading hours of email

Being approachable…...good topics while walking around:

• “Connect the dots”• Ask “What can I do to help you?”• Give thanks…and accolades!

…potential hazards:

• Don’t “test” people with pop quizzes• Don’t talk about poor performance• Don’t talk “Corporate talk” i.e. mission, vision,

guiding principles - can talk “informally (in human terms) about important initiatives…good time to get feedback

• “Spread the wealth”• Don’t talk too much. Be respectful of other’s time -

no one is going to tell the boss to stop talking• Bad body language – remember, a smile is

disarming

Behavior #4 – Don’t ignore good or poor performance

IBM Smarter Workforce Institute surveyed > 19,000 workers in 26 countries from a variety of industries and major job families.*

* Zhang, How do I Recognize Thee, Let Me Count the Ways. Thought Leadership Whitepaper, IBM Smarter Workforce Institute, 2015

Is there a correlation between employee

recognition and employee engagement?

“Engagement among employees who receive recognition is almost 3 times higher than among

those who do not.”

• Set expectations

• Good performance Give accolades!Praise list

Poor performance Seek first to understand…Carefully assess and take

appropriate action - train, transfer, or terminate

Poor performance (cont)Is the status quo acceptable?- it may be, i.e. it may not be worth the energy- ask a colleague

Focus on the objective: change the behavior- ask a colleague

- prepare and practice as if a million $ investment…because it is

- ensure your meeting after the “difficult conversation” is flexible

Time management skills:

1. Forward email to “acting”

2. Who else is qualified to do this task?

3. Proactively schedule time to:• know your staff• be visible• assess performance

“Perpetual optimism is a force multiplier… a leader’s enthusiasm, hopefulness, and confidence multiply as they radiate outward through the organization….

Cynicism, doubt, and negativity are force shrinkers…leaders who persist in seeing the world negatively are very likely to demoralize, demotivate, and undermine the effectiveness of colleagues.”

- The Leadership Secrets of Colin Powell

A pessimistic leader causes more harm than an absent leader.

A leader needs to:1. be optimistic2. fake it3. take leave!

Important: Don’t be pollyannaish

Power of optimismWork-life balance

Be mindful - need time for family and exerciseMax effortExercise: Use it as a time to reflect…

- Reflect on the following 4 behaviors that increase trust and team performance:

1. know your staff2. dignity and respect3. be visible 4. don’t ignore good and poor performance

- The power of optimism- Time management skills

Take a moment to review your Personal Action Plan from days 1 and 2. Recall the 1 or 2 behaviors that you identified.

Is there another behavior that could increase the level of trust on your team? Write it/them here and share them with your partner.

Review (day 3) Culture – Showing Civility When Your Team Needs it

1. Data suggests that showing respect, being visible and addressing good and poor performance increases trust.

2. To be a good leader one needs to be a good administrator, i.e. have good time management skills.

Questions?

_____________________________________

Your Leadership Legacy

What’s next for you?

Continuously learn the art of leadership

• My book…coming soon!• Mastering Civility (Porath)• First, Break all the Rules (Buckingham)• The Great Workplace (Burchell)• How to Win Friends and Influence People

(Carnegie)• Leadership: The Art of War (Kolenda)• Shackleton’s Way (Morrell and Capparell)• Seven Habits of Highly Effective People (Covey)• Primal Leadership (Goleman)• Good to Great (Collins)• Leadership Secrets of Colin Powell (Harari)• Touchpoints (Conant)

table cloths

__________________________________________

END SLIDE

Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf ·...

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