Leadership Begins and Ends. With You

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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.
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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 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

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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

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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 you can
  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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GolemanWhat 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 (????? sea?t??)
• 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 Parker Follett

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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 shared
  valuescreate 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,
  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

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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 personal stake
• 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 it safe
  to experimentand fail

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Leadership Synonymous With Success in
Navigating Change
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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
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Individual Transition Process
The Journey
New Beginnings
Endings
Neutral Zone
Productivity
CHAOS
Drake Beam Morin, Inc.
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People must be nurtured

• Change process must be managed

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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.
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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.
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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 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
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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 powerfulfeeling able
• Ensure self leadership
• Provide choices
• Develop competence-provide skills and knowledge
• 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/feedbac
  k
• 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 to shared aspirations
• 5. Search for opportunities-innovate, grow, change

• 6. Experiment and Take Risks-generate small wins
• 7. Foster collaboration-Cooperative goals and
  trust
• 8. Strengthen others-Share power and discretion
• 9. Recognize contributions-Show authentic
  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 grow and change
  as you do.
• Sheila Murray 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