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The Leader Within A Core Leadership Attribute Seminar on Self-Assessment Created By: Brian J. Zink, MD, FACEP Professor and Chair, Department of Emergency.

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Presentation on theme: "The Leader Within A Core Leadership Attribute Seminar on Self-Assessment Created By: Brian J. Zink, MD, FACEP Professor and Chair, Department of Emergency."— Presentation transcript:

1 The Leader Within A Core Leadership Attribute Seminar on Self-Assessment Created By: Brian J. Zink, MD, FACEP Professor and Chair, Department of Emergency Medicine, The Alpert Medical School of Brown University, Providence, RI Tenet Editor: Jeffrey Druck, MD, FACEP Associate Director, Denver Health Residency in Emergency Medicine University of Colorado School of Medicine Self-Assessment – The Leader Within 1

2 The American Dream Honey, one day you too could be President! Self-Assessment – The Leader Within 2

3 Outline Background & Barriers Levels of Leadership Leading from the Middle Physicians as Leaders Self-Assessment & Growth Self-Assessment – The Leader Within 3

4 Background & Barriers - We Have All Been Leaders Early lives filled with accomplishment and distinguished achievements Pushed to the front, asked to lead and set an example Self-Assessment – The Leader Within 4

5 Background & Barriers - Where Did the Leader Go? Medicine’s buffering effect –Serve the patient –Conform to systems –Demanding hours –Complex hierarchies –Current air of resignation and defeatism Self-Assessment – The Leader Within 5

6 Background & Barriers - The ABC’s Energy-Drain A ctivity Without Direction –Doing things that don’t seem to matter B urden Without Action –Not being able to do things that matter C onflict Without Resolution –Not being able to deal with the ‘matter’ John Maxwell, The 360 Leader, 2005, Nelson Business Self-Assessment – The Leader Within 6

7 Overcoming barriers –Modern healthcare, USA Declining reimbursement Increasing uninsured Increasing constraints and expectations Reduced NIH funding –But given very similar circumstances, some academic medical centers are very successful Background & Barriers - Why Do Some Excel Where Others Don’t Self-Assessment – The Leader Within 7

8 Every day you have the chance to demonstrate leadership –Clinical teams –Bed-side teachers –Role models –Research –Committee work –Other Service Background & Barriers - The Leader Within Self-Assessment – The Leader Within 8

9 Background & Barriers - The Leader Within You can accomplish anything in life, provided that you do not mind who gets the credit. - Harry S. Truman Self-Assessment – The Leader Within 9

10 Background & Barriers - Why Become a Leader Breaking the ‘Glass Ceiling’ –Personal achievement –Personal satisfaction –Career satisfaction Affecting change Overcoming the Senescence factor Self-Assessment – The Leader Within 10

11 Levels of Leadership - Good to Great Highly Capable Individual Contributing Team Member Competent Manager Effective Leader Level 5 Leader Personal Humility Professional Will Self-Assessment – The Leader Within 11

12 Levels of Leadership - Qualities of a Level 5 Leader Personal humility –Channel their ambition –Demonstrate modesty Professional will –Unwavering resolve –Set the standard –Goal and result oriented Jim Collin, Good to Great Self-Assessment – The Leader Within 12

13 Levels of Leadership - Qualities of a Level 5 Leader Modest but powerful Connected to employees Take responsibility for problems or failure Deflect praise downward Excellent mentors Plans for succession Self-Assessment – The Leader Within 13

14 Levels of Leadership - Qualities of a Level 5 Leader More Plow Horse than Show Horse Self-Assessment – The Leader Within 14

15 Levels of Leadership - Qualities of a Level 5 Leader The Window… … and the Mirror Self-Assessment – The Leader Within 15

16 Levels of Leadership - Maxwell's 5 Levels of leadership 1.Position 2.Permission 3.Production 4.People Development 5.Personhood Self-Assessment – The Leader Within 16

17 Leading From The Middle - A Unique Leadership Position 360° management The right mindset Process over position Influence over demand *Adapted from Maxwell, 360 Leader Self-Assessment – The Leader Within 17

18 Leading From The Middle - 360° Management *Adapted from Maxwell, 360 Leader Leadership Demands Trainee & Subordinate Demands Patient Expectations Staff Expectations Academic Physician Self-Assessment – The Leader Within 18

19 Leading From The Middle - 360° Management Managing your boss 1.Assess yourself Strengths & weaknesses Level of confidence Communication style Response to authority Response to criticism Modified from Kotter JP: On what leaders really do. Harvard Business Review Book; 1999, p. 136 Self-Assessment – The Leader Within 19

20 Leading From The Middle - 360° Management Managing your boss 2.Understand your boss Personal history Goals & objectives Pressures & triggers Strengths & weaknesses Blind spots Communication & work style Modified from Kotter JP: On what leaders really do. Harvard Business Review Book; 1999, p. 136 Self-Assessment – The Leader Within 20

21 Leading From The Middle - 360° Management Managing your boss 3.Develop/maintain a relationship that: Fits both your needs and styles Is characterized by mutual expectations Keeps your boss properly informed Is based on dependability and honesty Selectively uses your boss’s time and resources Modified from Kotter JP: On what leaders really do. Harvard Business Review Book; 1999, p. 136 Self-Assessment – The Leader Within 21

22 Leading From The Middle - 360° Management Managing vs. Leading –Pushing the boundaries –Asking the question: “Why do we do it this way?” –And then suggesting: “Let’s try it this way.” Self-Assessment – The Leader Within 22

23 Leading From The Middle - The Right Mindset Team player Can carry out the vision Values role Sense of purpose Highly reliable Leonard Bernstein and the 2 nd Fiddle Self-Assessment – The Leader Within 23

24 Leading From The Middle - The Right Mindset True heroism is remarkably sober, very un-dramatic. It is not the urge to surpass all others at whatever cost, but the urge to serve others at whatever the cost. - Arthur Ashe Self-Assessment – The Leader Within 24

25 Leading From The Middle – A Process, Not a Position Leadership is not a title/position The characteristics come BEFORE the position Developing/learning how to influence others in a positive way is a process Self-Assessment – The Leader Within 25

26 Leading From The Middle - Influencing Over Demand I ntegrity N urturing F aith L istening U nderstanding E nlarging N avigating C onnecting E mpowering *From John Maxwell, Becoming a Person of Influence The Influence Acrostic Self-Assessment – The Leader Within 26

27 Leading From The Middle - Influencing Over Demand - John Wooden Show me what you can do; don’t just tell me what you can do. Don’t let what you cannot do interfere with what you can do. Self-Assessment – The Leader Within 27

28 Self-Assessment – The Leader Within 28

29 Leading from the Middle - Mission, Vision, & Values (MVV) Acknowledge the institutional MVV Align your activities appropriately Mirror the MVV with your actions Exhibit compatible leadership Self-Assessment – The Leader Within 29

30 Leading from the Middle - Mission, Vision, & Values (MVV) Realize/transfer the MVV: –How do I fit in to my area in the Department? –How does my Department fit with other Departments in the medical school/center? –How does our Department fit in, compete, fare with the local and regional competition? –How does our Department fit in on a national level? Self-Assessment – The Leader Within 30

31 Leading from the Middle – Three Simple Steps 1.Do your own work first 2.Identify problems 3.Work on solutions Self-Assessment – The Leader Within 31

32 Leading from the Middle – Three Simple Steps - Henry Ford Don’t find a fault, find a remedy. Self-Assessment – The Leader Within 32

33 Leading from the Middle - Tips for Enhancing Middle Leadership Build trust Speak the truth, not the spin Don’t be a yes-(wo)man Be a funnel, not a filter Be transparent in actions Self-Assessment – The Leader Within 33

34 Physicians as Leaders - Ten Tips for Success 1.Show up 2.Prepare well 3.Possess and present key data 4.Learn the language 5.When asked to speak – Don’t wing it Self-Assessment – The Leader Within 34

35 Physicians as Leaders - Ten Tips for Success 6.Learn when to push vs. compromise 7.Good questions lead to solutions 8.Give a return on your leader’s investment 9.Be better tomorrow than today 10.Be a go to player, unafraid to fail Self-Assessment – The Leader Within 35

36 Physicians as Leaders - Ten Tips for Success Chauncey Billups –AKA ‘Mr. Big Shot’ 4 teams in 5 yrs Always wants the ball at the end of the game Seems to miss the big shot half of the time –However, he’s seen as a leader because he is not afraid to fail Photo from Chicago Tribune, May 2009 Self-Assessment – The Leader Within 36

37 Physicians as Leaders - The Leadership Loop Care Appreciate Learn Acknowledge Mentor Engage Succeed Inspire Self-Assessment – The Leader Within 37

38 Doctors as Leaders – Special Considerations In general, doctors are: –Very competitive –Unsophisticated when it comes to playing politics in organizations and systems –Perfectionist –Independent-minded –Critical and skeptical Self-Assessment – The Leader Within 38

39 Doctors as Leaders - Controlling the Competitor Within Competing Scarcity mind-set Me first Destroys trust Thinks win-lose Single thinking Excludes others Completing Abundance mind-set Organization first Develops trust Thinks win-win Shared thinking Includes others From John Maxwell, the 360 Leader Self-Assessment – The Leader Within 39

40 Doctors as Leaders - Focus on production not politics Production Growth What they do well Becoming better What’s necessary Principled decisions Achieving the next level Controlling their destiny Politics Who they know What they say Appearing better Minimal needed Popular decisions Being given the next level Others dictate their destiny From John Maxwell, the 360 Leader Self-Assessment – The Leader Within 40

41 Doctors as Leaders - Perfection is not realistic Self-Assessment – The Leader Within 41

42 Academic medicine –A collaborative discipline –Medical teams approach –Group learning –Group research e.g., CTSI Emergency medicine –The pinnacle of interdependence in medicine Independence is a fading virtue – becoming obsolete. Doctors as Leaders - Aim for Collaboration not Independence Self-Assessment – The Leader Within 42

43 Doctors as Leaders - Avoid being overly skeptical/critical Be a positive leader When you need criticize –offer a constructive solution When you exhibit skepticism –keep it healthy, reasoned, diplomatic, not harsh or demeaning Self-Assessment – The Leader Within 43

44 Doctors as Leaders - Leading form the Middle Be Present –Walk the halls –Slow down to the pace of your people –Understand what they do –Listen before you try to lead Balance professional/personal rapport Pay attention to people avoiding you From John Maxwell, the 360 Leader Self-Assessment – The Leader Within 44

45 Doctors as Leaders - Leading form the Middle Tend to the people and they will tend to the business. From John Maxwell, the 360 Leader Self-Assessment – The Leader Within 45

46 Doctors as Leaders - Leading form the Middle Set people up for success –Learn/discover individual strengths –Give individuals the right job at the right time Reward success –Money is ok, personal recognition is even better. Encourage growth & development Self-Assessment – The Leader Within 46

47 Doctors as Leaders - Leading form the Middle Create an Oasis of Greatness Self-Assessment – The Leader Within 47

48 Doctors as Leaders - Leading form the Middle Just as we are not all natural teachers, we are not all natural leaders Leadership skills can be learned, practiced, and fine-tuned A certain amount of “learn the hard way” is inevitable Self-Assessment – The Leader Within 48

49 Self-Assessment & Growth Be more concerned with your character than your reputation… Your character is what you really are, while your reputation is merely what others think you are. - John Wooden Self-Assessment – The Leader Within 49

50 Self-Assessment & Growth Manage Yourself Build Character Ask Yourself Questions Have a Leadership Plan Learn to Lead Be in a Fundamental State Get outside of ‘The Box’ Self-Assessment – The Leader Within 50

51 Self-Assessment & Growth - Manage Yourself Emotions and impulses Time Priorities Thinking Personal Life Self-Assessment – The Leader Within 51

52 Self-Assessment & Growth - Building Character Gain Real world experience Learn from foibles/mistakes Strong mentorship Associate with quality Self-Assessment – The Leader Within 52

53 Self-Assessment & Growth - Questions to Answer What is my niche, role, realm, position – now and desired? Who will I lead? –Students, residents, peer physicians, others? What are my leadership skills? What do I need to improve as a leader? Who and what can best teach me what I need to know as a leader? Self-Assessment – The Leader Within 53

54 Self Assessment & Growth - Have a Leadership Plan Starts with your mission statement – the tap root of your existence –Components: professional & personal Short term and long term goals Five and ten year plans Once these elements are in place, a leadership plan can evolve Self-Assessment – The Leader Within 54

55 Self Assessment & Growth - Learn to Lead Stand in for your boss Stand up for your boss Volunteer to take on a hard job – or something that isn’t “your job”. Place the stones to pave the path to leadership Self-Assessment – The Leader Within 55

56 Self Assessment & Growth - The Fundamental State of Leadership Normal State Self-focused - Ego driven Externally directed Internally closed Comfort-centered Fundamental State Other-focused Internally directed Externally open Purpose-centered Quinn, RE. Building the bridge as you walk on it. Jossey-Bass, 2004 Self-Assessment – The Leader Within 56

57 Self-Assessment & Growth - Self-deception & ‘The Box’ Self-deception is a process of denying or rationalizing away the relevance, significance, or importance of opposing evidence and logical argument. Leadership and Self- Deception: Getting Out of the Box, The Arbinger Institute, 2002 Self-Assessment – The Leader Within 57

58 Self-Assessment & Growth - Self-deception & ‘The Box’ ‘The Box’ –Self and comfort-centered behavior –Lack of understanding of others’ points of view –Failure to act on core beliefs or values –Conformity, accepting dysfunction Leadership and Self- Deception: Getting Out of the Box, The Arbinger Institute, 2002 Self-Assessment – The Leader Within 58

59 Self-Assessment & Growth - Self-deception & ‘The Box’ Get out of the Box –Cease resisting others –Be free of self-betrayal –Help others succeed and achieve –Create environment of openness Leadership and Self- Deception: Getting Out of the Box, The Arbinger Institute, 2002 Self-Assessment – The Leader Within 59

60 Summary Know your barriers Start now Do your work, find solutions to problems, volunteer to help Communicate, collaborate, & care Work towards a Fundamental State of Leadership Be outside the Box Self-Assessment – The Leader Within 60

61 National Residency Leadership Curriculum Questions? ? Self-Assessment – The Leader Within 61

62 National Residency Leadership Curriculum Special Thanks! Funded By: An American College of Emergency Physicians Chapter Grant Endorsed By: American College of Emergency Physicians Emergency Medicine Council of Residency Directors Emergency Medicine Resident’s Association Society for Academic Emergency Medicine Self-Assessment – The Leader Within 62

63 National Residency Leadership Curriculum Special Thanks! Senior Editors: Stephen Wolf, MD, FACEP Andrew French, MD Matthew Mendenhall, MD, MPH Tenet Editors: Britney Anderson, MD Barbara Blok, MD, FACEP Jeffrey Druck, MD, FACEP Maria Moreira, MD Lee Shockley, MD, MBA, FACEP Administrative Editor: Barbara Burgess Self-Assessment – The Leader Within 63

64 National Residency Leadership Curriculum Thank You! For More Information Please Visit: www.DenverEM.org www.CoACEP.com Self-Assessment – The Leader Within 64


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