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Leading Highly Effective Teams Tim Rutledge September 2014.

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Presentation on theme: "Leading Highly Effective Teams Tim Rutledge September 2014."— Presentation transcript:

1 Leading Highly Effective Teams Tim Rutledge September 2014

2 Leading Highly Effective Teams Objectives Leadership Engagement Management Leadership in Family & Community Medicine

3 Leadership is important


5 What is Leadership?

6 If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams What is a Leader?

7 Followership Defining feature of leadership Importance of the Team Commitment ➤ voluntary ➤ transcends self-interest

8 Lao Tzu To lead people, walk beside them. When the best leader’s work is done the people will say: We did it ourselves.

9 What are the qualities of great leaders?

10 Leadership Skillscan be Learned Vision Communication Ability to Designate Content Expertise Intuition Coaching Appreciative Inquiry Change Management Honesty Confidence Commitment Optimism Creativity Teamwork Empathy Initiative Inspiring Knowledge & Skills Characteristics

11 John F. Kennedy (1917-1963) Leadership and learning are indispensable to each other.

12 Start with Yourself! Personal Mastery People with a high level of personal mastery are able to consistently realize the results that matter most to them. In effect, they approach their life as an artist would approach a work of art. They do that by becoming committed to their own lifelong learning. Peter Senge Personal Vision Current Reality

13 SELF-AWARENESS emotional self-awareness accurate self-assessment self confidence SELF-MANAGEMENT self-control initiative optimism SOCIAL-AWARENESS empathy team awareness service RELATIONSHIP MANAGEMENT inspiration change catalyst teamwork Emotional Intelligence

14 Accentuate the Positive!

15 Negative Emotions Negative physiological effects Narrow our focus Positive Emotions Positive physiological effects Broaden awareness, improve thinking Enhance creativity, performance Improve connections with others Build our resilience Accentuate the Positive!


17 Neg stronger than Pos Negative events have greater impact than positive events - more influential and longer lasting Impact on our thinking and performance obeys a tipping point... > 3 high performance < 1 poor performance or outcomes PNPN

18 One evening an old Cherokee told his grandson about a battle that goes on inside people. He said, “My son, the battle is between two wolves inside us all. One is Evil. It is anger, envy, sorrow, regret, arrogance, self-pity, guilt, resentment, lies and ego. The other is Good. It is joy, peace, love, hope, serenity, kindness, empathy, generosity, compassion and faith.”

19 The grandson thought about it for a minute and then asked his grandfather: “Which wolf wins?” The old Cherokee simply replied, “The one you feed the most.”

20 Culture eats strategy for breakfast. Peter Drucker (1909-2005)

21 The Magic of Great Teams

22 Learning Individual Mental Models Team Learning Engaging Vision Values Inspiration Recognition Integrity > Commitment Managing Plan Organize Control Sustain Leading Highly Effective Teams

23 Engaging People become engaged when they have had true involvement in defining their work. Mission Vision Values People commit to what they create.

24 Building Shared Vision Unearthing shared pictures of the future ➤ Alignment ➤ Motivation ➤ Commitment

25 Not employees Remunerated differently Very busy Value autonomy ➤ Personal responsibility for each patient ➤ System transformation a threat Physician Engagement: Special Challenges

26 Involve MDs early Discover common purpose (WIFM) Communicate candidly and often ➤ Choose messages & messengers carefully ➤ Clarify principles for decision making Build trust with each initiative Generate light, not heat with data Make it easy to try new approaches Recognition, celebrate successes Principles of Physician Engagement

27 Mental Models

28 Appreciative Inquiry Balancing Inquiry with Advocacy Generative Learning Mental Models

29 Team Learning optimizing the “IQ” of the Team importance of trust and constructive conflict requires Dialogue [“Dia-logos”] harnessing collective wisdom... a skill that enables groups of people to reliably develop insights and wisdom that is greater than the sum of individual members’ talents. Peter Senge

30 When people talk, listen completely. Most people never listen. Ernest Hemingway Most people do not listen with the intent to understand; they listen with the intent to reply. Stephen Covey

31 Leadership vs Management Management is doing things right; Leadership is doing the right things. Management:coping with complexity Leadership: coping with change

32 A vision without a task is but a dream, A task without a vision is drudgery, A vision and a task is the hope of the world. Inscription on a Church in Sussex, England, c. 1730

33 Management Plan detail steps set targets - e.g. “SMART” goals Organize structures, processes, accountabilities Control monitor results identify deviations and correct Sustain

34 Leadership in Health Care

35 Factors Driving Canadian Health Care Costs Annual Increase 1975-2006 Population Growth1.0% Aging0.8% Inflation2.5% Enrichment2% ➤ Technology enabled care (e.g. hips/knees) ➤ New technology - devices, tests ➤ High price of new drugs ➤ End-of-life treatments Total annual increase: 6.3% Source: Canadian Centre for Policy Alternatives – How Sustainable is Medicare, September 2007

36 Inpatient Hospitalizations per 10,000 Population Leadership in Health Care

37 PATIENT Ontario’s Health Care Environment 2014 Focus on Health Value = Quality / Safety $ Accountability Access Integration Patient-based Funding

38 Mirror, Mirror on the Wall Source: Commonwealth Fund Study

39 Leadership in Family & Community Medicine Change in role of hospitals and community providers Integration High needs patients, chronic disease management New delivery models Interprofessional care Measuring Quality in Primary Care

40 Leadership in Family & Community Medicine Academic needs Efficacy vs Effectiveness Translational research – large gap between what we know and what we do Evidence-based practice will require practice-based evidence Social determinants of health Population-based research

41 Integrity: Walk the Talk Example is not the main thing in influencing others, it is the only thing. Albert Schweitzer (1875-1965)

42 Summary Leadership is a team sport Leadership skills can be learned Accentuate the positive! Importance of Leadership + Management Importance of Leadership in Family Medicine

43 Leading Highly Effective Teams Thank You! Tim Rutledge September 2014

44 Recommended Reading

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