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The Interface Between Management and Leadership Janet Porter, PhD Associate Dean of the School of Public Health University of North Carolina at Chapel.

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Presentation on theme: "The Interface Between Management and Leadership Janet Porter, PhD Associate Dean of the School of Public Health University of North Carolina at Chapel."— Presentation transcript:

1 The Interface Between Management and Leadership Janet Porter, PhD Associate Dean of the School of Public Health University of North Carolina at Chapel Hill

2 Objectives To stimulate thinking about the interface between management and leadership To develop a framework for thinking about leadership in public health To improve skills in leading change

3 Management and Leadership Time Spent In Activities Leadership Functions Management Functions Degree of Responsibility

4 Management and Leadership Time Spent In Activities Managing Change Managing Complexity Degree of Responsibility

5 Public Health Leadership Framework Develop Process Manage Prophets

6 Public Health Leadership Framework Develop Process Manage Prophets

7 Provide general vision Create “stretch goals” Answer the question, “If we are successful, what will have happened?” Don’t tell how to get there, just where you are going Provide description of organization, heroes, customers, markets, services in clear terms

8 Public Health Leadership Framework Develop Process Manage Prophets

9 Put magnitude of change, challenge in perspective, in context (How big is this?) Compare to other local (peer) organizations in quantifiable terms (Where else are they doing this?) Explain consequences of failing to change (If we aren’t successful, so what?”) Delete design (Acknowledge, celebrate the former organizational identify, services being eliminated)

10 Public Health Leadership Framework Develop Process Manage Prophets

11 Develop Process Hardest part of getting from here to there Establish relationship of change to mission, goals, past efforts Update human resources policies, services Draw upon process experts in organization Acknowledge process is iterative

12 Develop Process Define steps, staff involvement, committees Give clear deadlines Define responsibilities, how people will be held accountable for outcomes Define decision-making process Teach process skills to staff, train facilitators

13 Public Health Leadership Framework Develop Process Manage Prophets

14 Identify Priorities Identify areas of greatest opportunity Quantify improvement in value to patient/provider Identify core functions, appreciate this is a statement of organizational values Communicate rationale behind priorities along with process (You cannot explain why too much – Don’t assume people understand why just because you explained what you are doing)

15 Identify Priorities Priorities should be broad statement regarding service levels, value of staff rather the protection of specific programs Use benchmarking data to identify areas of opportunity for improvement Apply constant rigor across organization Set standards of performance

16 Public Health Leadership Framework Develop Process Manage Prophets

17 Determine pace of change based upon sentinel events, financial performance demands Set firm deadlines and accountabilities Outline timeline of process Consider other demands on organization, other staff

18 Public Health Leadership Framework Develop Process Manage Prophets

19 Finally: Prophet (not Profit)-Management In designing change, identify key stakeholders in terms of expertise, interest, position Prophets must be engaged in process, otherwise they scream louder Acknowledge the value of their prior prognostications Assign (with caution) leadership role

20 Public Health Leadership Framework Develop Process Manage Prophets

21 Objectives To stimulate thinking about the interface between management and leadership To develop a framework for thinking about leadership in public health To improve skills in leading change


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