1. Anatomy of Leadership + CHARACTER COMPETENCE The Knowledge, Skills
& Talents of a Leader
The Soul of
A Leader
Heart & Mind of a Leader +
Inner Drives
Day 2 & 3
Personal Qualities -
EI & Comm’n
Leadership
Skills
Manage-
ment
Skills
Profess-ional
Skills
after Bell: Great Leadership; Davies – Black, 2006

2. Skills & Competencies of Effective Physician Leaders Emotional Intelligence
April 12-13, 2015
Naveen Jindal School of Management
The University of Texas at Dallas
Presented By:
Mike Deegan, MD, DM

3. Why Observe Behavioral Competencies?
Behaviors are easier to observe than
personality or intelligence
People less defensive about behavior
If identify behaviors associated with success
or failure can emulate the former & avoid the
latter
Behaviors are amenable to modification

4. Video Clip Introduction to EI -Dan Goleman

5. Emotional Intelligence: a Definition
Emotional intelligence is the capacity
for recognizing our own feelings and
those of others,
…for motivating ourselves, &
…for managing emotions well in ourselves
and in our relationships. (Goleman)

6. EMOTIONAL INTELLIGENCE COMPETENCY FRAMEWORK
Self Awareness
·emotional self awareness
·accurate self assessment
Social Awareness
·empathy
·organizational awareness
·service orientation
Relationship Management
·influence
·teamwork
·change catalyst
·conflict management
·inspirational leadership
·coach and mentor
Self Management
·emotional self control
·adaptability
·positive outlook
·achievement orientation
adapted from Goleman,D; Hay Group

7. Emotional Self Awareness
The ability to recognize one’s own
emotions and their effects on ourselves
and others.
Do you recognize your own emotions when expressed?
Have you identified situations or people that arouse
strong emotions in you?
Do you understand how your emotions affect situations?

8. Self Awareness & Leadership
“The first and paramount responsibility of anyone who
purports to manage is to manage the self: one’s own
integrity, character, ethics, knowledge, wisdom,
temperment, words and acts…..
It is a complex, unending, incredibly difficult, oft-shunned
task…..
However, without management of self, people are not
fit for authority no matter how much they acquire…..”
Dee Hock as quoted in Leadership: Enhancing the Lessons of Experience, McGraw Hill, Boston, 2002.

9. Personal Self-Awareness
“The leader never lies to himself,
especially about himself;
knows his flaws as well as his assets;
and deals with them directly.”
“You are your own raw material when you
know what you consist of and what you
want to make of it, then you can invent
yourself.”
W Bennis: On Becoming a Leader

10. When is the last time I asked them?
How self aware do I believe I am? What is the evidence?
What would those I work closely with say about my self awareness?
When is the last time I asked them?
Who would I feel comfortable to ask for help with this competence?

11. Do You Struggle with Emotional Self Awareness?
Are you easily irritated by others?
Do you treat others in an abrasive manner
without realizing it?
Do you avoid seeking feedback or find it
hard to accept if offered?

12. Building Self Awareness
Know How You are “Tuned”
What individual or organizational forces
or influences impede your effectiveness? ↓
Lacking ESA increases your vulnerability
·by making you predictable
·by putting you at risk for manipulation
Adapted from Heifetz et al. The Practice of Adaptive Leadership, HBP, 2009

14. “…A leader is someone with the power
to project either shadow or light onto
some part of the world and onto the lives
of the people who live there….A good
leader is intensely aware of the interplay
of inner shadow and light, lest the act of
leadership do more harm than good.”
Parker Palmer…….Leading from Within

15. Building Self Awareness
Know Your Triggers
Hunger Pairs
> Power & Control [ nPow ]
Affirmation & Importance [ nAch ]
Intimacy & Delight [ nAff ]
Adapted from Heifetz et al. The Practice of Adaptive Leadership, HBP, 2009.

16. Building Self Awareness
Identify & Prioritize your Loyalties
·Colleagues [ work ]
·Community [ incl family ]
·Ancestors
> Name your “Unspeakable” Loyalties
> How might these loyalties become
barriers to effective leadership?
Adapted from Heifetz et al. The Practice of Adaptive Leadership, HBP, 2009

17. Accurate Self Assessment
Being aware of one’s own strengths and
limitations…based on a desire to receive
feedback and be motivated by continuous
learning and self development
Are you open or defensive when receiving new
information about yourself?
Do you select others whose skills complement
your own?
Can you laugh at yourself?

18. Clues to an ASA Gap Exaggerates own value or contribution
Finds it difficult to admit mistakes or
acknowledge skill or knowledge gaps
Takes credit for others contributions
Blames others when there is an error
or mistake

21. Self Management Quadrant
Emotional Self Control
Adaptability
Positive Outlook
Achievement Orientation

22. Emotional Self Control
Emotional self control is the ability to keep
one’s impulsive feelings and emotions under
control and restrain negative actions when
provoked, when faced with opposition or
hostility from others, or when working under
pressure.

23. Hot & Cool Systems* HOT COOL
• Emotional • “Go” • Simple • Reflexive • Fast • Develops early • Stress accentuates • Stimulus control
• Cognitive
• “Know”
• Complex
• Reflective
• Slow
• Develops late
• Stress attenuates
• Self control
*Too Hot to Handle; Edmondson & Smith.

24. Behaviors Evidencing Emotional Self Control
Restrain strong emotions
Remain patient despite provocation
Respond calmly under pressure
Maintain composure & self confidence
in difficult situations

25. discuss Brooke Shields
Video Clip
Matt Lauer & Tom Cruise
discuss Brooke Shields

26. Struggling with Emotional Self Control
React impulsively in stressful situations
Get involved in inappropriate situations
because you cannot resist the temptation
Respond to challenges in a negative way,
especially when under stress
May regret behavior after the event –
“I lost it – I couldn’t help myself”!

27. Fight or Flight Pathways

28. Amygdala or Neural Hijackings
> Sudden & unanticipated loss of control
often accompanied by a verbal or other
type of assault on another party
> Some triggers – being ‘blind-sided’,
incongruent values, lack of transparency
(by others), multi-tasking, tiredness
> Examples

29. Video Clip Road Rage Incident

31. Adaptability The ability to be flexible & work effectively
in a variety of changing situations & with
different individuals or groups
Individuals with this competence are
willing to change their ideas or beliefs on
the basis of new evidence or information

32. Are You Adaptable? How do I handle change? Is it an issue for me?
How do I respond to ideas other than my own?
How well do I recognize a need to choose a different approach if things aren’t working?
Do multiple competing priorities cause undue stress?

33. Behaviors Indicative of Adaptability
Manage multiple demands smoothly
Handle changing priorities or rapid change well
Adapt plans or priorities to fit changing circumstances
Apply standard procedures flexibly
Adjust ideas or beliefs based on new evidence or information

34. Positive Outlook The ability to view new or challenging
situations as opportunities not threats
and to see good in others.
Is my world view a glass that is “half
full” or “half empty”?

35. Positive Outlook Attributes
Sees the positive in people and
situations
Views the future with optimism
Sees opportunities rather than
problems
Recognizes the positive aspects of
difficult issues or circumstances

36. Achievement Orientation
Seeking opportunities to improve or advance for personal or collective gain.
Striving to do better and continue working toward higher levels of performance or
accomplishment.
HCL&M-U1-S3-12

37. Achievement Orientation Practices
Initiates efforts to improve personal
performance
Seeks ways to do things better
Sets measurable challenging goals for
self and others
Embraces philosophy of continuous
improvement

41. Social Awareness Competencies
Empathy
Organizational Awareness

42. Empathy The ability to hear, understand
and relate to the thoughts, feelings,
emotions and concerns of others
even when partly expressed or
unspoken.

43. Video Clip Types of Empathy - Dan Goleman

44. Am I an Empathic Person? Do I listen attentively to others?
Do I read others moods
or non-verbal cues well?
Do I enjoy and relate well
to people with diverse
backgrounds?
Do I respect others’
views if they differ
from my own?
HCL&M-U2-S1-4

45. Possible Clues to an Empathy Gap
Believe everyone thinks as I do
Misses cues or language offered by others
Assume I know how another person feels
Often surprised by what someone says or does

46. Video Clip
Compassion

47. Organizational Awareness
How ‘tuned in” are you
to the UNWRITTEN RULES
that operate within your
organization?

48. Organizational Awareness
The ability to understand and learn the
power relationships & cultural characteristics
of one’s own and other organizations.
It includes the ability to identify who the real
decision makers are and who can influence
them,
and to predict how new events will affect
individuals or groups in the organization.

49. Attributes of an “Organizationally Aware” Person
Understands organizational culture & values
Accurately reads key power relationships
Knows what is and is not rewarded-recognized
Appreciates the organization’s political
dynamics
Knows the informal as well as the formal
org chart and how to get things done

50. The Politically Naive Individual
Unwittingly offends organizational norms
or individuals
Surprised or caught off guard by events
Ignores or disdains organizational politics
Finds it difficult to accomplish tasks or goals
Does not know how to use the organization’s
informal networks

53. Relationship Management
Influence
Teamwork
Change catalyst
Conflict management
Inspirational leadership
Coach & mentor

54. Influence The ability to have an impact on others.
It involves persuading or convincing
others in order to get them to support
your ideas or suggestions.

55. Influential People: Build consensus & support for ideas
Persuade others by getting support from key people
Anticipate how others will respond and adjust their approach accordingly
Convince others by appealing to their self interest
Provide evidence or facts to support their position

56. Influencing Tactics – Prepare Ahead!
Who am I trying to
influence?
What is important
to them?
What is the situation?
What do I plan
To do?
What strategies
will I rely on?
What outcome do
I want? How will I
know I achieved it?
What are my
preferred
alternatives?
What will I do if
I am unsuccessful?

57. Ineffective Influencers
Rely on a position of authority
Unaware or insensitive to the needs of the other party
Fail to first build a relationship
Are not trusted
Are not included in decision making or influence discussions

58. Teamwork
The ability to work harmoniously and effectively with others in pursuit of a shared goal or objective.
It includes aspects of shared responsibility, active participation, building team capacity and shared reward or recognition.
HCL&M-U2-S-7

59. “Some teams perform better than the sum of
their parts, while others do not.”
Key Attributes of Effective Teams
Clear purpose
Effective leadership
Clear division of labor
Each member prepared for their role & contribution to team effectiveness
Organizational policies & practices supportive of team success

60. Critical Competencies for Effective Teamwork
Teamwork-related knowledge
- understanding the skills & behaviors needed for an effective team & how they are evidenced
Teamwork-related skills
- the learned capacity to effectively interact with other team members
Teamwork-related attitudes
- internal states that influence team member decisions to act in a particular way
Team-Based Health Care Delivery: Lessons from the Field, page 8

61. Constructive Teamwork Behaviors
Work with others toward a shared goal
Develop relationships based on trust and mutual benefits
Encourages and empowers others; acknowledges contributions to group
Solicits input and expertise; supports team decision
Does his – her fair share of work

62. Struggles with a Team Approach
Prefers working alone or fails to coordinate with others
Withholds help or information
May dominate team interactions
Undermines, discounts or engages in win – lose behavior
Avoids efforts to resolve group conflict

63. Teamwork in Healthcare
Video Clip
Teamwork in Healthcare

65. Change Catalyst The willingness and ability to initiate,
manage & sustain change as necessary
and appropriate.

66. A Change Catalyst Defines the need for change and explains why
Champions change by providing a clear,
consistent message for others
Personally leads change and creates a
sustaining momentum
Supports change by aligning own actions
and assuring the required resources are
available to complete the change process

67. Change “Laggard” Characteristics
Prefers the status quo
Recommends ideas based on past models,
practices or philosophy
Fails to scan the environment for important
new developments
Little or no interest in organizational
awareness or politics

68. Conflict Management The ability to help oneself and others
through difficult, tense or highly charged
situations; ideally resulting in a favorable
or neutral outcome while maintaining self
control and the respect of all parties.
The focus is on the issues NOT individuals
or personalities!

69. Constructive Conflict Management Tactics
Bring disagreement out into the open
Focus on the issues not the people
Assure all parties and areas of agreement
or disagreement are understood
Look for mutually beneficial alternatives
Maintain respect for all participants

70. Struggling with Conflict Management
Avoids or fails to acknowledge conflict
Not open to hearing all views or alternative solutions
Ignores or fails to accurately “read” others feelings
Personalizes issues
Operates from a win – lose position

71. What EICs Support Effective Conflict Management?
• Emotional Self Awareness
• Emotional Self Control
• ADAPTABILITY!!!
• Empathy
• Organizational Awareness
• INFLUENCE!!!

73. Inspirational Leadership
The ability to lead and engage others in pursuit of a common or shared vision or objective.
The competency addresses leadership
behaviors not formal roles or positions

74. Inspiring Leaders Invite others to create a shared vision
Align followers in pursuit of their common objective
Foster commitment not compliance
Utilize all the talents & abilities of followers
Sustain momentum in difficult times

75. Uninspiring Leaders Often rely on positional authority
Do not include others or do it in a directive manner
Fail to align or integrate others in pursuing a goal or vision
Accept compliance instead of commitment

76. Video Clip Inspiring Leadership

77. Coach & Mentor The ability to foster the long-term learning
or development of others.
The focus is on the development of insights
and behaviors in others not formal education
or training

78. Effective Coaches & Mentors
• Care about others and their development
• Recognize the particular strengths of others
• Provide constructive feedback with sensitivity
• Balance positive feedback with developmental opportunity information
• Are non-judgemental
• Encourage others to pursue their dreams or passions

79. Ineffective Coaches or Mentors
Do not express interest in the success of others
Lack the ability to convey feedback in a sensitive manner
May provide instruction without explanation
Press for task completion ahead of individual learning
Do not follow up to reinforce learning or assess progress

80. Personal Experiences
Think back to the last time you received meaningful feedback
What did the person providing feedback say & do?
How did they do it?
What impact did it have on you? Others?
Was the experience positive? What could have been done differently?

84. QUESTIONS?