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Anatomy of Leadership + CHARACTER COMPETENCE The Knowledge, Skills

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Presentation on theme: "Anatomy of Leadership + CHARACTER COMPETENCE The Knowledge, Skills"— Presentation transcript:

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)

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?





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