1. Taking the Lead: Clerkship Coordinators as Leaders STFM Conference on Medical Student Education San Antonio, Texas January 26, 2013 Christie Legler, ACUME Clerkship Coordinator, Department of Family Medicine University of Wisconsin School of Medicine and Public Health

2. Goals: To provide Clerkship Coordinators with a tool to identify their leadership style. To discuss leadership options for Clerkship Coordinators. To identify leadership development and training opportunities for Clerkship Coordinators.

3. Objectives: At the end of the session, attendees will be able to: Recognize different leadership styles; Identify leadership opportunities and training options available to clerkship coordinators; Draft personal leadership goals.

4. Agenda: 1.Brief Overview of Leadership 2.Identify Your Personal Leadership Style 3.Leadership Opportunities 4.Professional Development 5.Personal Leadership Goals 6.Summary

5. Leadership Overview Leadership is: Mobilizing one's self and others toward a common goal for the betterment of the group, organization or society. Source: Fully Prepared to Lead Development Program, University of Wisconsin Madison Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Source: Peter Northouse

6. Perspectives on Leadership: Has to make a difference and facilitate positive change; Ability to inspire confidence and support among the people needed to achieve the organizational goal; Partnership between leader and followers; Gives the right to say no, has joint accountability, and absolute responsibility, but may not have authority.

7. Leadership Style Assessment: What type of leader are you? Complete assessment on page 6 in your handout Check yes or no - try not to over think it Scoring: put √ next to those you answered yes Add up number of √’s in each column Source: Keith David, Human Behavior at Work: Organization Behavior (New York: McGraw-Hill, Inc., 1981), 136.

8. Maximum Use of Authority by the Leader Maximum Area of Freedom of the Follower Directive Style - (Leader-centered decision making) Leader decides what is to be done and how it is to be done, and presents the decision to teammates, allowing no questions or opposing points of view. Leader attempts to convince team members of the ‘rightness’ of decisions. Participative Style - (Leader-and-Subordinate-shared decision making) Leader announces principles and sets forth methods of decision making, yet permits ideas, questions, and discussions from team members. Leader presents a problem, asks for others’ ideas, and make final decision based upon their input. Free-Rein Style (Subordinate-centered decision making) Leader presents problems with some boundaries and allows team members to makes final decisions. Leader gives the team as much freedom as he/she has to define the problems and make decisions.

9. Discussion: Are you surprised by the results? In what ways to you exhibit the Directive, Participative or Free-Rein style? In what situations would you want to use one style over the other?

10. Take Home Points: One style is not better than others. Each has strengths and is useful. Situation can determine when to use one over another. The style is not as important as the result of the style. Be aware of your style – know how to adapt to the situation.

11. Leadership Opportunities In your community Within your Department At your University Regional and national meetings Leadership involves finding a parade and getting in front of it. John Naisbitt

12. Department Volunteer to serve on a committee Attend meetings and events (face time) Network Consider something different - educational research, a poster

13. At Your University Work on a committee Chair a committee Organize brown bag session(s) Schedule training/speaker for coordinators based on interest and need

14. Agenda: 1.Brief Overview of Leadership 2.Identify Your Personal Leadership Style 3.Leadership Opportunities 4.Professional Development 5.Personal Leadership Goals 6.Summary √ √ √

15. Professional Development Opportunities: At your university – many have no cost offerings, leadership programs On line offerings, self study GEA certificate ACUME certification Don't be afraid to try something new. The ark was built by amateurs, and the Titanic was built by experts!

16. Clerkship Administrator Certificate Program (GEA) Group on Education Affairs, through AAMC - 4 regions (Southern, Central, Northeast, Western). Not affiliated with particular specialty, no cost membership. Certificate Program: Three workshops, career enhancement project and presentation of project. http://www.cgea.net/brochureCACP.pdf

17. Administrators/Coordinators Certification in Undergraduate Medical Education (ACUME) Developed by clerkship coordinators for clerkship coordinators. Not affiliated with particular specialty, organization or university. Three required workshops, portfolio, and monitored assessment. Recert every 5 years. http://www.acumecertification.com/home

18. Setting Individual Leadership Goals: Vision for the future, what are you passionate about? Where are you now? Identify your values – do they align? Get feedback. Define your strengths.

19. Defining Strengths Requires self examination, reflection, feedback. Greatest opportunities for growth. Knowledge, skills, talents that will advance you.

20. Understanding and Defining Strengths Old MythReality You can be anything you want to be.You can be anything your strengths allow you to be. Practice makes perfect.If at first you don’t succeed, check to see if you’re building on a strength. If you can conceive it, you can achieve it. If you can conceive it and achieve it, it was probably there all along. If I can do it, you can do it.If I can do it, those with the same strengths can too. Source: Soar with Your Strengths, Donald Clifton and Paula Nelson

21. Signs of a Strength S is for Success – those things you do that make you feel successful and effective. I is for Instinct – activities you are naturally drawn to and enjoy participating in. G is for Growth – you feel you are growing as a result of engaging this activity. N is for Needs – after doing these things, you feel authentic and fulfilled. Source: Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance, Marcus Buckingham

22. Setting SMART Goals: Thought about your vision for the future √ Identified your values √ Defined your strengths √ Set SMART Goals

23. SMART Goals are: Specific – how you will get there. Measurable – how you will know when you have achieved them. Acceptable- chosen by you. Realistic – reachable but challenging. Time-Bound –timetable to complete.

24. Is this a SMART Goal? Example: I will create opportunities to collaborate with other coordinators at my university by organizing a series of 3-5 brown bag lunches before the start of the next academic year.

25. Strategies and Action Steps Write your SMART goal(s) 3-5 specific action steps Consider additional resources Key relationships Measure progress Celebrate your successes

26. In summary: Successful leaders are self aware, receptive to feedback. They are aware of strengths and limitations and can adapt their style to the situation. They recognizes greatest room for growth is in the area of their greatest strength. They have clear work related values, they display ethical behavior and demonstrate integrity.

27. Lastly…….. Be there, take advantage of opportunities. Find a mentor Be a mentor – support and encourage one another. Have Fun – YOU have a lot to offer!

28. Thank you! Christie Legler, ACUME University of Wisconsin School of Medicine and Public Health Department of Family Medicine 750 Highland Avenue, 4265 HSLC Madison, WI 53705 Christie.Legler@fammed.wisc.edu Office: 608-263-0427