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 LeaderThe Soul ofA LeaderHeart & Mind of a Leader+Inner DrivesDay 2 & 3Personal Qualities -EI & Comm’nLeadershipSkillsManage-mentSkillsProfess-ionalSkillsafter Bell: Great Leadership; Davies – Black, 2006
2 Skills & Competencies of Effective Physician Leaders Emotional Intelligence April 12-13, 2015Naveen Jindal School of ManagementThe University of Texas at DallasPresented By:Mike Deegan, MD, DM
3 Why Observe Behavioral Competencies? Behaviors are easier to observe thanpersonality or intelligencePeople less defensive about behaviorIf identify behaviors associated with successor failure can emulate the former & avoid thelatterBehaviors are amenable to modification
4 Video Clip Introduction to EI -Dan Goleman https://www.youtube.com/watch?v=wJhfKYzKc0s
5 Emotional Intelligence: a Definition Emotional intelligence is the capacityfor recognizing our own feelings andthose of others,…for motivating ourselves, &…for managing emotions well in ourselvesand in our relationships. (Goleman)
6 EMOTIONAL INTELLIGENCE COMPETENCY FRAMEWORK Self Awareness·emotional self awareness·accurate self assessmentSocial Awareness·empathy·organizational awareness·service orientationRelationship Management·influence·teamwork·change catalyst·conflict management·inspirational leadership·coach and mentorSelf Management·emotional self control·adaptability·positive outlook·achievement orientationadapted from Goleman,D; Hay Group
7 Emotional Self Awareness The ability to recognize one’s ownemotions and their effects on ourselvesand others.Do you recognize your own emotions when expressed?Have you identified situations or people that arousestrong emotions in you?Do you understand how your emotions affect situations?
8 Self Awareness & Leadership “The first and paramount responsibility of anyone whopurports to manage is to manage the self: one’s ownintegrity, character, ethics, knowledge, wisdom,temperment, words and acts…..It is a complex, unending, incredibly difficult, oft-shunnedtask…..However, without management of self, people are notfit 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 youknow what you consist of and what youwant to make of it, then you can inventyourself.”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 mannerwithout realizing it?Do you avoid seeking feedback or find ithard to accept if offered?
12 Building Self Awareness Know How You are “Tuned”What individual or organizational forcesor influences impede your effectiveness?↓Lacking ESA increases your vulnerability·by making you predictable·by putting you at risk for manipulationAdapted 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 ontosome part of the world and onto the livesof the people who live there….A goodleader is intensely aware of the interplayof inner shadow and light, lest the act ofleadership do more harm than good.”Parker Palmer…….Leading from Within
15 Building Self Awareness Know Your TriggersHunger 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 becomebarriers 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 andlimitations…based on a desire to receivefeedback and be motivated by continuouslearning and self developmentAre you open or defensive when receiving newinformation about yourself?Do you select others whose skills complementyour own?Can you laugh at yourself?
18 Clues to an ASA Gap Exaggerates own value or contribution Finds it difficult to admit mistakes oracknowledge skill or knowledge gapsTakes credit for others contributionsBlames others when there is an erroror mistake
22 Emotional Self Control Emotional self control is the ability to keepone’s impulsive feelings and emotions undercontrol and restrain negative actions whenprovoked, when faced with opposition orhostility from others, or when working underpressure.
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.
25 discuss Brooke Shields Video ClipMatt Lauer & Tom Cruisediscuss Brooke Shieldshttps://www.youtube.com/watch?v=4Y7CpS0gtlk
26 Struggling with Emotional Self Control React impulsively in stressful situationsGet involved in inappropriate situationsbecause you cannot resist the temptationRespond to challenges in a negative way,especially when under stressMay regret behavior after the event –“I lost it – I couldn’t help myself”!
28 Amygdala or Neural Hijackings > Sudden & unanticipated loss of controloften accompanied by a verbal or othertype 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 https://www.youtube.com/watch?v=EYN06CbWnQM
31 Adaptability The ability to be flexible & work effectively in a variety of changing situations & withdifferent individuals or groupsIndividuals with this competence arewilling to change their ideas or beliefs onthe 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 smoothlyHandle changing priorities or rapid change wellAdapt plans or priorities to fit changing circumstancesApply standard procedures flexiblyAdjust ideas or beliefs based on new evidence or information
34 Positive Outlook The ability to view new or challenging situations as opportunities not threatsand to see good in others.Is my world view a glass that is “halffull” or “half empty”?
35 Positive Outlook Attributes Sees the positive in people andsituationsViews the future with optimismSees opportunities rather thanproblemsRecognizes the positive aspects ofdifficult 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 oraccomplishment.HCL&M-U1-S3-12
37 Achievement Orientation Practices Initiates efforts to improve personalperformanceSeeks ways to do things betterSets measurable challenging goals forself and othersEmbraces philosophy of continuousimprovement
41 Social Awareness Competencies EmpathyOrganizational Awareness
42 Empathy The ability to hear, understand and relate to the thoughts, feelings,emotions and concerns of otherseven when partly expressed orunspoken.
43 Video Clip Types of Empathy - Dan Goleman https://www.youtube.com/watch?v=eg2pq4Mjeyo
44 Am I an Empathic Person? Do I listen attentively to others? Do I read others moodsor non-verbal cues well?Do I enjoy and relate wellto people with diversebackgrounds?Do I respect others’views if they differfrom my own?HCL&M-U2-S1-4
45 Possible Clues to an Empathy Gap Believe everyone thinks as I doMisses cues or language offered by othersAssume I know how another person feelsOften surprised by what someone says or does
46 Video ClipCompassionhttps://www.youtube.com/watch?v=pIGzPsfnpoc
47 Organizational Awareness How ‘tuned in” are youto the UNWRITTEN RULESthat operate within yourorganization?
48 Organizational Awareness The ability to understand and learn thepower relationships & cultural characteristicsof one’s own and other organizations.It includes the ability to identify who the realdecision makers are and who can influencethem,and to predict how new events will affectindividuals or groups in the organization.
49 Attributes of an “Organizationally Aware” Person Understands organizational culture & valuesAccurately reads key power relationshipsKnows what is and is not rewarded-recognizedAppreciates the organization’s politicaldynamicsKnows the informal as well as the formalorg chart and how to get things done
50 The Politically Naive Individual Unwittingly offends organizational normsor individualsSurprised or caught off guard by eventsIgnores or disdains organizational politicsFinds it difficult to accomplish tasks or goalsDoes not know how to use the organization’sinformal networks
54 Influence The ability to have an impact on others. It involves persuading or convincingothers in order to get them to supportyour ideas or suggestions.
55 Influential People: Build consensus & support for ideas Persuade others by getting support from key peopleAnticipate how others will respond and adjust their approach accordinglyConvince others by appealing to their self interestProvide evidence or facts to support their position
56 Influencing Tactics – Prepare Ahead! Who am I trying toinfluence?What is importantto them?What is the situation?What do I planTo do?What strategieswill I rely on?What outcome doI want? How will Iknow I achieved it?What are mypreferredalternatives?What will I do ifI am unsuccessful?
57 Ineffective Influencers Rely on a position of authorityUnaware or insensitive to the needs of the other partyFail to first build a relationshipAre not trustedAre not included in decision making or influence discussions
58 TeamworkThe 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 TeamsClear purposeEffective leadershipClear division of laborEach member prepared for their role & contribution to team effectivenessOrganizational 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 evidencedTeamwork-related skills- the learned capacity to effectively interact with other team membersTeamwork-related attitudes- internal states that influence team member decisions to act in a particular wayTeam-Based Health Care Delivery: Lessons from the Field, page 8
61 Constructive Teamwork Behaviors Work with others toward a shared goalDevelop relationships based on trust and mutual benefitsEncourages and empowers others; acknowledges contributions to groupSolicits input and expertise; supports team decisionDoes his – her fair share of work
62 Struggles with a Team Approach Prefers working alone or fails to coordinate with othersWithholds help or informationMay dominate team interactionsUndermines, discounts or engages in win – lose behaviorAvoids efforts to resolve group conflict
63 Teamwork in Healthcare Video ClipTeamwork in Healthcare
65 Change Catalyst The willingness and ability to initiate, manage & sustain change as necessaryand appropriate.
66 A Change Catalyst Defines the need for change and explains why Champions change by providing a clear,consistent message for othersPersonally leads change and creates asustaining momentumSupports change by aligning own actionsand assuring the required resources areavailable to complete the change process
67 Change “Laggard” Characteristics Prefers the status quoRecommends ideas based on past models,practices or philosophyFails to scan the environment for importantnew developmentsLittle or no interest in organizationalawareness or politics
68 Conflict Management The ability to help oneself and others through difficult, tense or highly chargedsituations; ideally resulting in a favorableor neutral outcome while maintaining selfcontrol and the respect of all parties.The focus is on the issues NOT individualsor personalities!
69 Constructive Conflict Management Tactics Bring disagreement out into the openFocus on the issues not the peopleAssure all parties and areas of agreementor disagreement are understoodLook for mutually beneficial alternativesMaintain respect for all participants
70 Struggling with Conflict Management Avoids or fails to acknowledge conflictNot open to hearing all views or alternative solutionsIgnores or fails to accurately “read” others feelingsPersonalizes issuesOperates 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 leadershipbehaviors not formal roles or positions
74 Inspiring Leaders Invite others to create a shared vision Align followers in pursuit of their common objectiveFoster commitment not complianceUtilize all the talents & abilities of followersSustain momentum in difficult times
75 Uninspiring Leaders Often rely on positional authority Do not include others or do it in a directive mannerFail to align or integrate others in pursuing a goal or visionAccept compliance instead of commitment
76 Video Clip Inspiring Leadership https://www.youtube.com/watch?v=A-yZNMWFqvM
77 Coach & Mentor The ability to foster the long-term learning or development of others.The focus is on the development of insightsand behaviors in others not formal educationor 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 othersLack the ability to convey feedback in a sensitive mannerMay provide instruction without explanationPress for task completion ahead of individual learningDo not follow up to reinforce learning or assess progress
80 Personal ExperiencesThink back to the last time you received meaningful feedbackWhat 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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