1. IPEC INSTITUTE MONDAY, JANUARY 13, 2014 Tina Brock, BSPharm, MS, EdD Associate Dean Global Health and Educational Innovations Professor of Clinical Pharmacy University of California, San Francisco School of Pharmacy San Francisco, CA USA FREEING THE ANGEL WITHIN THE MARBLE : The Art of Meetings Adapted with permission from Lucey, CR

2. CONFESSIONS… Reflect and discuss: The BEST (most enjoyable, most satisfying, most value added) single meeting experience you have had The BEST (most enjoyable, most satisfying, most value added) committee process in which you have participated

3. Meetings X Y Z Committees P D Q POSITIVE CHARACTERISTICS

4. IPEC INSTITUTE MONDAY, JANUARY 13, 2014 What you (should) already know… -How much academic time is spent in meetings -The cost to the system of suboptimal meetings What we will discuss today… -Educators as leaders -Effective meetings as the tool of a good leader -Strategies for effective meeting planning What you should be able to do after the session… -Successfully implement the planning ‐ action equation -Create a meeting environment that encourages the intended outcome -Troubleshoot meeting challenges

5. EDUCATORS AS LEADERS

6. Investigate the current reality Nurture an ideal vision Highlight the gap Build the community to do the work Uncover the wisdom from within to solve the problem Leaders work to uncover the talent within an organization & harness it to solve complex problems “I saw the angel in the marble and carved until I set him free.”

7. Give information Solve problems Seize opportunities Build relationships Meetings can be a leaders best tool

8. EXERCISE #1 - CHOOSE YOUR TASK A.You have been asked to lead a working group to establish expectations for teaching of all academic staff/faculty at Michelangelo University. B.You have been appointed to head a taskforce to address the impact of the high cost of living in Florence on recruitment of artists to the University. C.You have been tasked to implement a standardized way of describing productivity hours across the sculpting department.

9. THE PLANNING-ACTION EQUATION InstinctIdeal ACTIONPLANNING planningaction

10. TUCKMAN’S ORGANIZATIONAL MODEL OF TEAM DEVELOPMENT Form Storm Norm Perform MEET COMPETE COLLABORATE ACCELERATE The role of the leader is to guide the group through these steps to achieve their goals.

11. ACTION STRATEGIES FORMINGPERFORMING Assigned rolesEmerging roles Monitor selfMonitor others Tactical communication Strategic communication Responds to leaderWilling to lead

12. PLANNING STRATEGIES FORMINGPERFORMING Task settingGoal setting Information sharingInformation synthesis Problem identification Problem solving Assignments by degrees Assignments by competency RespectfulInterdependent

13. The Leader’s role and style should change as the team matures Participatory Leadership Directive Leadership FORMING STORMING NORMING PERFORMING

14. DO TEAMS HAVE TO STORM? Form Storm Norm Perform MEET COMPETE COLLABORATE ACCELERATE Yes, the storming phase is important because it ensures that people are voicing opinions.

15. Lack of conflict is just as bad as too much conflict Succeed Fail ZONE OF SUPERFICIAL COLLEAGIALITY ZONE OF CREATIVE TENSION WAR ZONE

16. THE KEY TO SUCCESSFUL FORMING – CHARTER! Context – standing, ad hoc? Mission & objectives – What will be different 1 year from now? Authority & boundaries - Scope Resources Members & roles Decision making strategies & rules

17. EXERCISE #2 – COMMITTEE CHARTER

18. The more the merrier? Rally the troops Provide updates Brainstorm Solve a problem 1800 1800 -> 18 18 8 Harvard Business Review, 2015

19. THE RIGHT MIX OF MOTIVATION

20. THE RIGHT MIX OF SKILLS

21. RESPECTFUL OF ENVIRONMENTAL CULTURE

22. EXERCISE #3 - PICK YOUR TEAM

23. HOW TO MAKE DECISIONS Majority vote lets every voice be heard, though some people might not be comfortable declaring their opinion publicly. Group consensus allows participants to share their expertise and enhances the chance for buy-in from all parties. Leader’s choice is usually the fastest approach, so you’d opt for this in a crisis, for example. But you may need to work harder to get skeptics on board. Harvard Business Review, 2015

24. DECISIONS VS DISCUSSIONS

25. WHY GOOD PEOPLE DISAGREE… Peter Senge, The Fifth Discipline, 1990 The Ladder of Inference

26. STOP AT CURIOUS Larry Senn,, 2012

27. EXERCISE #4 – SET YOUR GROUND RULES

28. MANAGE EXPECTATIONS

29. CUES TO REMEMBER YOUR ARTISTRY