Leadership Begins and Ends With You

8/8/2019 Leadership Begins and Ends With You

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Leadership Begins and Ends.With You

CATCH-Healthy Tomorrows TrainingMeeting

August 15-16, 2008

Chicago, Illinois

Gilbert C. Liu MD, MS

The speaker in th is session has no relevant financial relationships with the manufacturer(s) of any commercial product(s) and/or provider ofcommercial services discussed in th is CME activity. The speaker will not discuss or demonstrate pharmaceuticals and/or medical devices that are notapproved by the FDA and/or medical or surgical procedures that involve an unapproved or "off-label" use of an approved device or pharmaceutical.


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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 isabout values, vision, behavior and results

The burden is greater in pediatrics-The professionneeds strong leadership-But children need strongadult leaders more than ever-they have no voice

ONE effective leader can make a HUGE

difference


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Why Leadership?

The Physician Perspective

When you learn it and apply it, you find leadershipreally DOES matter

Accounts for at least one-third of results of anorganization

Amazingly, leaders in health care are often chosenfor 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


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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


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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


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You Are Already a Leader Leadership occurs at all levels and in all

positions within organizations

Leadership is behavioral, and therefore,

learnable


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Can You Learn to Be a Better Leader?


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Learning to Lead Observation of others (50%)

Trial and errorFeedback (40%)

Education (10%)

Awareness and faith in your own abilities


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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


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Avoid putting yourself before others and youcan become a leader among men.

---Lao Tzu


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The Best Science of Leadership Golemans Emotional Intelligence

Kouzes and Posners 5 Practices in The

Leadership Challenge


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Goleman:What Makes a Leader? IQ + EQ + Style(s)

Intelligence Emotional Intelligence

Repertory/Synergy of Leadership Styles

Transformational vs. Transactional

Servant Leadership

Others


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Golemans Emotional Intelligence:

Summary

Know thyself ( )

Control thyself

Optimism: a positive attitude

Empathy: care about others and care for others

Vision

Develop others Celebrate: encourage the heart

Master multiple styles


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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


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What Works.and What Doesnt

Goleman D. Leadership that gets results. Harvard Business Review, March-April 2000


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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?


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[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 ParkerFollett


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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


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Leadership Is Behavioral

Learnable

Which behaviors lead to success?


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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


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MODEL THE WAY

Farm Credit Services of America


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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


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Find Your Voice Clarify and remain consistent with values and

beliefs

Pay attention to how team adheres to sharedvaluescreate dialogue

Standards, sense of pride


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Setting the Example Provide tangible evidence of your

commitment-show results

DWYSYWD


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The Symbiosis of Leadership

and Management 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

R E S U L T S


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Leaders Need Tools Pediatric Leadership Alliance Toolkit


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Whatever your mind can conceive and

believe, it can achieve.

Barbara A. Robinson


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Inspire a Shared Vision

Stanford University


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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


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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


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Enlist Others Focus collective energy

Discover a common purpose, passion

Build commitment Communicate expressively, appeal to interests, dreamsof 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


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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?


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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


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Arousing Intrinsic Motivation

Create opportunities for others to outdo

themselves

Know what others can do and what they find

challengingpromote sense of self worth,

renew the team, help others develop personalstake

Remain open to others views


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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 itsafe to experimentand fail


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LeadershipLeadership::Synonymous With Success inSynonymous With Success in

Navigating ChangeNavigating Change


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TheOrganizational

Iceberg GoalsProductsStructure

TechnologyFinancial Resources

Policies & ProceduresRoles & ResponsibilitiesRewards & Recognition

Structural

Aspects

HumanAspects

Perceptions

AttitudesValues

FeelingsInformal Interactions

Group Norms

The Dual Nature Of ChangeThe Dual Nature Of Change


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Individual Transition Process

The Journey

Endings Neutral

Zone

New

Beginnings

Productivity

CHAOS

Drake Beam Morin, Inc.


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People must be nurturedPeople must be nurtured

Change process must bemanaged


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The Productivity Impact of Change

Idea of Change Introduced

(restructuring, merger, plant closing, etc.)

Morale/

Productivity/

Commitment

Managed

Change

Minimum

AcceptableUnmanaged

Change

Time

Drake Beam Morin, Inc.


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The objectives of organizationalchange cannot be successfully

achieved until a critical massof people have completed

their own individual changeswhich changes the culture.

Organizational ChangeOrganizational Change


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Working Change Model

for Working People

Courtesy of PLA


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Managing Complex Change

Vision Skills Incentives Resources

Action

Plan Status Quo

Case forChange

Skills Incentives ResourcesActionPlan

Confusion

Case forChange

Vision Incentives ResourcesActionPlan

Anxiety

Case forChange

Vision Skills ResourcesActionPlan

GradualChange

Case forChange

Vision Skills IncentivesActionPlan

Frustration

Case forChange

Vision Skills Incentives Resources FalseStarts

Shared Need Vision Skills IncentivesEnabling

Systems

Action

PlanChange


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Enable Others to Act

ReGen Technologies


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Enable Others to Act FOSTER COLLABORATION

We mentality

Build a team of strong, capable and committed

members

STRENGTHEN OTHERS

Share the sense of ownership


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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


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Strengthen Others

Feeling powerful=feeling able

Ensure self leadership

Provide choices

Develop competence-provide skills andknowledge

Assign tasks, make connections

Offer support


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Achieve Small Wins

Doable steps

Keep momentum going

Sustain commitment

Accentuate intrinsic rewards


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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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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


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Celebrate Accomplishments

Honor team members

Tell GREAT stories

Share success

Encourage others and their passion

Link to core values


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Exercise: Encouraging the Heart

Discuss the most innovative and effective

ways you have seen leaders and

organizations recognize accomplishments,achievements, and efforts


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Ten Commitments of

Leadership 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 toshared aspirations

5. Search foropportunities-innovate,grow, change

6. Experiment and TakeRisks-generate small wins

7. Foster collaboration-

Cooperative goals andtrust

8. Strengthen others-Sharepower and discretion

9. Recognizecontributions-Showauthentic appreciation

10. Celebrate values and

Victories-spirit of

community


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Leadership is not something that you learn

once and for all. It is an ever-evolving

pattern of skills, talents, and ideas that growand change as you do.

SheilaMurray Bethel


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LEAD!

Your patients need you to lead

Your Academy needs you to lead

Your profession needs you to lead

Make the practice of leadership a part of

your everyday practice

THANK YOU

Documents

Leadership Begins and Ends With You