1. L Pharmacy Leadership- Management & Marketing (PHCL-452) … 431? Professor T Al-Najjar Dept of Clinical Pharmacy - College of Pharmacy – KSU Tel. 4677492 Professor Tawfeeg Alnajjar / department of clinical pharmacy 1

2. Relation to Pharmacy? Relation to Pharmacy? A way of Achievement Achievement Effectiveness Effectiveness Efficiency Efficiency 1.Individuals 2.Interpersonal (interaction) 3.Organizational Our success on the individual basis as well as on the organizational basis is totally depends on acquiring the skills of L, M and M. Professor Tawfeeg Alnajjar / department of clinical pharmacy 2

3. Learning Outcomes Understand : 1.How is Leadership relates to the other skills (marketing and management) 2.Leadership e lements, and components 3.Leadership 1.Universal principles 2.Endowment 3.Habits 4.Marketing and how to creating marketing plan Professor Tawfeeg Alnajjar / department of clinical pharmacy 3

4. 1.Points Distribution 1.For my part 1.Midterm 25 2.Attendance & quizzes 5 3.Final 20 4.Total50 2.Reading materials 1.Handout 2.Articles Professor Tawfeeg Alnajjar / department of clinical pharmacy 4

5. Leadership Marketing Management 1.Relationship…. 5

6. Leadership Leadership Is convincing others to follow and accomplish something. Before management (Lead / manage) Begin with end in your mind …V, M, goals, (leadership skill). Set example Dealing with followers......... Professor Tawfeeg Alnajjar / department of clinical pharmacy 6

7. Marketing Marketing exchanges Process of planning and executing the conception (goods, services and ideas), pricing, promotion, and distribution to create exchanges that satisfy individual & organizational goals. Is management Planning + execution (rest of functions) Managing C. need - M. Mix (product, …) Taking care of the (customer), the other side of the coin. Satisfied Concerned with the (exchange?) Professor Tawfeeg Alnajjar / department of clinical pharmacy 7

8. Management Management The process of planning, organizing, directing and controlling, human efforts and resources for the general good within the organizational framework and economic environment of the firm. In particular: what we suppose to do (planning) - how we are going to do it (rest of functions) Resources (human, physical, and financial, time, information) correctly Dealing with employee (one side of the coin) Motivated (incentives, autonomy, participation, …obj.?) to perform as it was expected Professor Tawfeeg Alnajjar / department of clinical pharmacy 8

9. Leading (R direction) Managing (speed up) Marketing (exchange, turnover) 9

10. Professor Tawfeeg Alnajjar / department of clinical pharmacy 10 Lead / manage Role / goal

11. Leadership Professor Tawfeeg Alnajjar / department of clinical pharmacy 11

12. Leadership Leadership Is convincing others to follow and accomplish something (objectives, goal, vision) Personally developed.. Personal application of leadership principles (individual character) Made (not born which is trait theory) Convince followers that... deserve to be followed. That is required …. Multilevel (5): highly capable individual to the great leader Professor Tawfeeg Alnajjar / department of clinical pharmacy 12

13. Professor Tawfeeg Alnajjar / department of clinical pharmacy 13 Highly capable individual Level 1: Highly capable individual (Talent to do good job) Contributing team member Level 2: Contributing team member (Help team to achieve obj.) Competent manager Level 3: Competent manager (org. group to achieve obj.) Effective leader Level 4: Effective leader (to reach vision) Great leader Level 5: Great leader (+ humility)

14. Elements (factors): Elements (factors): 1.Leader 1.Leader: who you are – what you know – what you can do....... 2.Follower 2.Follower: different judgment (New / experience & Motivated / non)) 3.Situation 3.Situation: result of confrontation = early or late, harsh or weak. 4.Communication 4.Communication: > non verbal = set example (tell them that he/she will not asked something that he/she cant do). Professor Tawfeeg Alnajjar / department of clinical pharmacy 14

15. Leadership: Leadership: Dealing with 3-life constants (powers ): A.Change (driving force) Adapt (take the lead) Resist Controlled by the change B.Choose (do the right things) C.Respond (act based on principles) Professor Tawfeeg Alnajjar / department of clinical pharmacy 15

16. B) Power to choose Ding the right thing 1.Effectiveness 2.Direction 3.Top line 4.Purpose 5.Principles 6.On the system Make sure ladder on the right wall Professor Tawfeeg Alnajjar / department of clinical pharmacy 16

17. Leaders Leaders: People who: Do the right things (# do thing right) Know where they are going...... Put ladder on the right wall Focus on the way of being. Make sure that they are hidden to the right direction Professor Tawfeeg Alnajjar / department of clinical pharmacy 17

18. C) Respond (driven by principles) Laws Laws exist independently of our knowledge or acceptance of them. Universal, timeless, self- evident, and self-motivating. External to our selves (#internalized …virtue) valuesprinciples Personal prosperity comes through trying to align personal values with correct principles Effectiveness: lock at paradigm Internalize principles, and Acquire habits. Professor Tawfeeg Alnajjar / department of clinical pharmacy 18

19. 1.Paradigm are the lenses in which we perceive reality. Our perspective of things. 2.Habits are values that are regularly practiced and lived-out. 3.Values are things, ideas, our beliefs that came from our interaction with people; from our past experiences, etc. 4.Virtue are habits that are aligned to principles. 5.Principles are laws that govern human nature and relationships. Professor Tawfeeg Alnajjar / department of clinical pharmacy 19

20. 1.Paradigm Perception We cant solve problem existed in our life If we still have the same way of thinking (paradigm) when it was existed. Lock at our paradigm: helping (# hindering)paradigms Paradigm about: 1.Our self 2.People around, and 3.Life. See our self the way the others see you: open mind... can receive comments Seeing things (2) P and 3) L) form a different point of view can help us understand why other people act the way they do. Professor Tawfeeg Alnajjar / department of clinical pharmacy 20

21. Principles B) Principles : importance ? way of doing Technique and personality (way of doing) is responsible only for 10- 15% of the success? way of being Principles and character (way of being) by and to be 85-90% by To live appropriately All other things (to rule, to lay up treasures, to build,… are at most but little appendices and props). Its our duty to compose our character The effect The effect of for example Knowing that you can not escape the consequences of your action?,..... Professor Tawfeeg Alnajjar / department of clinical pharmacy 21

22. In between In between 1.Habit 1.Good (not bad) 2.Acquire habit 3.Such as: 1.To be proactive 2.Learning 3.Interviewing 4.To act (make decision) 5.......... 2.Value: H 1.Personal H 2.Based on his/her experience, interaction...... H 3.Literature shows different H by different leaders (humility story) 3.Virtue: 1.H related to principles 2.Honesty, moral courage,...... Professor Tawfeeg Alnajjar / department of clinical pharmacy 22

23.  Principles: Behavioral and interpersonal laws such as: 1.Reap what you sow 2.Trustworthiness and trust 3.Love is a verb 4.Just do it Professor Tawfeeg Alnajjar / department of clinical pharmacy 23

24. 1.REAP WHAT YOU SOW Universal, timeless, self-evident, self motivating. You cannot escape the consequences of your actions. What you do comes back to you. You will see the long-term effects of your actions. Sow a thought (act), an act (a habit), a habit (a character or principle), a character (a consequence)..... next Being careful about the seeds: Could be: thoughts, belief, perception, assumptions, conclusions, and attitudes Professor Tawfeeg Alnajjar / department of clinical pharmacy 24

25. Tomorrow Lectures - round Prepared (action that we can select) Habit of preparation Principles (rules but we don’t) Proactively (consequence that we cant select) Professor Tawfeeg Alnajjar / department of clinical pharmacy 25 For example

26. 2) Trustworthiness/ Trust Towards the followers competences Forms a foundation for functioning relationships and co-operation. Leader beliefs and expectation on how the follower will behave. Influence process such as communication, cooperation, information sharing, and affect productivity. L L. trust me before even I trusted my self Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships. Must be earned (how to develop successor … L attribute) 1.By deep listening 2.Look for talent in others to develop 3.Trust potential by setting expectation that I might approach, meet, or even exceed. Professor Tawfeeg Alnajjar / department of clinical pharmacy 26

27. Trust Trust For example Leadership style authentic and the org. structure hierarchical. Middle M had formal responsibility (not actualized) General M.: Made all the decisions- Unpredictable behavior nor equal toward employees - No open dialogue - Fear and suspicion Hence no co-operation and co- creation. Trust not develop (disputes & conflicts) Declines in performance. That is why: first who... Then what.... Is useful Professor Tawfeeg Alnajjar / department of clinical pharmacy 27

28. 3.LOVE IS A VERB Love, the feeling, is the fruit of love, the verb For leaders Patience = i.e. have self-control in difficult situations Kindness Contentment = satisfaction Respect Selflessness = think less of your self Forgiveness = release the grip of grudge Honesty Humility Professor Tawfeeg Alnajjar / department of clinical pharmacy 28

29. 4.JUST DO IT? L. always execute and get things done regardless of the circumstances. Marshall 9-P: mastering the situation... (action) The value you add to your followers (get things done) Inaction may represent a cause for 70% of failure Poor execution is # 1 enemy to strategy Much easier to identify an opportunity, than it is to act upon it L. transfer thought … action Analyst / activator? Leader eager to execute … result … learn Decision maker أذا كنت ذا رأي فكن ذا عزيمة فان فساد الرأي أن تتردد What you want to be Just do it? Professor Tawfeeg Alnajjar / department of clinical pharmacy 29

30.  4-Human endowments? 1.Self awareness: …. Mission 2.Conscience: an ability to recognize right or wrong, truth or falsehoods 3.Creative imagination: … vision 4.Independent will: … first thing first Professor Tawfeeg Alnajjar / department of clinical pharmacy 30

31. 1.Self awareness Mission statements It reflect internal capabilities A ware of what you're good (yet to learn). Learn & develop A means of: Focusing our values and purpose of life. Determining what is really important to you Principle of role then goal Solicit feedback (listening, good questions with no defense) Professor Tawfeeg Alnajjar / department of clinical pharmacy 31

32. Mission (Clinical pharmacist): Develop successful model of practice (things..do better) Group of patient … serve better (oncology patients) At what location, if it does matter Standards (technology, experience) … be followed Values (motivated by): 1.Make patient your first concern 2.Use judgment..interest of patient & public 3.Show respect for others 4.Encourage patients & public in D.M 5.Develop knowledge and competence 6.Be honest and trustworthy 7.Take responsibility for your working practice Being precise, and accurate on that... L1 Professor Tawfeeg Alnajjar / department of clinical pharmacy 32

33. Mission is a mean of taking responsibility for self-leadership? Self leadership: developing sense of who you are, what you can do, where you are going coupled with the ability to influence your communication, emotions and behavior on the way to getting there. Intention (what you want to be) - Action required – Feedback - Emotion to change The process by which you influence yourself to achieve your objectives. Focused on what you can do – rather than on them – to make difference Based on self-assessment of what is personally fundamental to the actions that you take (the self examined life) Grounded on the way you choose to use your time and energy. Professor Tawfeeg Alnajjar / department of clinical pharmacy 33

34. Tips Tips on mission statement 1.They almost always relate to basic human needs 2.There is no standard format for how they are constructed 3.They serve as a compass for every major decision of your life 4.They take upwards 3-6 months to complete. 5.They help to create balance in your life and to relieve unneeded stress 6.They almost always increase personal effectiveness (set up the environment that you can work effectively) Professor Tawfeeg Alnajjar / department of clinical pharmacy 34

35. Parallel concepts SWOT analysis Strategic planning Vision, mission, shared values, and goals & objectives The habits of: Be proactive Begin with the end in mind First things first Professor Tawfeeg Alnajjar / department of clinical pharmacy 35

36. Conscience 2.Conscience Moral ability to recognize right or wrong ; truth or falsehood. Leading with trust, integrity, and commitment. It is time to stop talking about trust and doing something about it. Internal compass Importance: logic and reason are not always sufficient resources for choosing the righteous road Bribe (moral/ logic, reasoning) Plagiaries Integrity (L character): means acting with honesty and strong moral principles. Both are required for leaders in order to gain the trust and confidence of the followers. Professor Tawfeeg Alnajjar / department of clinical pharmacy 36

37. 3.Creative Imagination Vision Focusing on the big picture: Marshall's (9) Figure out where you are going before you start Begin with the end in your head No one can make a brand new start, but any one can start from here and make a brand new end. Level 3 leadership (lead to vision) What you trying to make it happened. To be # 1 clinical pharmacists in the field of oncology?. To have no Med. errors by the end of 2020 A clinical pharmacist rounding with each medical team in the hospital. Professor Tawfeeg Alnajjar / department of clinical pharmacy 37

38. Vision Help to articulate why you are doing what you are doing (nothing worse than if you don’t know) Vision inspire employee: Pharmacy director to have P. services at every single clinic..... Its only when it has meaning, significant, ant put players at the center of things rather than at the periphery. Every thing created twice, first mentally and second physically That is why? Meeting agenda An outline for talk or speech A college degree program A plan for a new clinical service A vacation A personal mission statement Professor Tawfeeg Alnajjar / department of clinical pharmacy 38

39. Being pro-active Avoid the acts of being reactive? 1.You make me feel guilty 2.You make me angry 3.It is sunny today, so I am in a good mood. 4.I cant remember names, it’s a family trait 5.Too hot to work out today 6.I cant do anything to fix stupid Leadership habit Marshal (6) Laying the groundwork Preparation Professor Tawfeeg Alnajjar / department of clinical pharmacy 39

40. Proactive Find things that you love and know how to do: you can see the end results as you start Try to put yourself in a situations where your strengths will be asset, helping you to accomplish what you want to do Involved in followers teaching & learning Self and others performance evaluation. Managing time...... Professor Tawfeeg Alnajjar / department of clinical pharmacy 40

41. Managing time Managing time 1.Get started: main difference between good and average students was the ability to start their homework quickly 2.Get in routine: choose a time to get certain things done (homework) 3.Do not say yes to too many things 4.Don’t commit your self to an unimportant activity 5.Divide large task 6.Don’t put unneeded effort in to a project 7.Deal with it right a way or decide when to deal with it 8.Set start and stop time 9.Plan your activity Professor Tawfeeg Alnajjar / department of clinical pharmacy 41

42. 4.Independent Will First thing first (1 st thing 1 st) Work in our priorities One thing at a time We cant be efficient in every thing but we need to be effective in what we do (paradigm) Ability to make decisions and choices and to act in accordance with them principles The act is based on principles and not based on emotion or circumstances. Proactively carry out the program we have developed through the other three endowments. Empowerment comes from learning how to use this great endowment in the decisions we make every day. Leader decide (Manager put..) Professor Tawfeeg Alnajjar / department of clinical pharmacy 42

43. Professor Tawfeeg Alnajjar / department of clinical pharmacy 43 James Collins book (1435…40 y… only 11) 7 characters: from good to great 1.Humility 2.First who then what:............ 3.Confront the brutal facts 4.Hedgehog productiveloyal diligence 5.Culture of disciplines: rely on people productive, loyal, display extreme diligence. 6.Technology accelerator … 7.Flywheel

44. 1.Humility Disciplined people: level 5 L. True humility is intelligent self- respect which keeps us from thinking too highly or too meanly of our self. Modest by reminding us how far we have come short of what we can be Three components of humility 1.First we then me 2.I am brilliant, but I am not (duality) 3.One more thing (constructive discontent) The less we focus on our needs first the more likely our needs will be met? Professor Tawfeeg Alnajjar / department of clinical pharmacy 44

45. Ego Paradox: (i.e. asset and liability) ? Assets when used as a motivating factor: Liability when its not managed effectively, it becomes a weakness: For example: the strength of being optimistic (+ attribute) into being unrealistic (- attribute). But usually not a 180 opposite.... It changes our strength into disguised weakness. Professor Tawfeeg Alnajjar / department of clinical pharmacy 45

46. Ego Losing control of our ego cause us to be less effective ? From being.... 1.Charismatic...manipulative 2.Assertive.....pushy 3.Directive.....dictatorial 4.Diplomatic...... political 5.Self-confident......self- absorbed 6.Decisive...... hasty 7.Trusting...... Naive Professor Tawfeeg Alnajjar / department of clinical pharmacy 46

47. Warning signs ego 1.Comparative 2.Defensive 3.Showcasing brilliance 4.Seeking acceptance Surge of ego (drive people to be) 1.Denying wrong doing 2.Becoming angry 3.Finding fault with others 4.Making excuses 5.Proving our case............ 6.Defensive Did not exist with humility? May manage us (unable to manage). Professor Tawfeeg Alnajjar / department of clinical pharmacy 47

48. 2.CONFRONT THE TRUTH (BRUTAL FACTS) level 5 leadership Disciplined thoughts Facts - better than dream Face reality / not loss faith It is the real beginning (not vision) Not positive, but you have to (listen to - face it - believe to prevail in the end) Create environment to tell the truth Being passionate about what you do – wanting to be the best and driving the lead in what we do. Cases: Professor Tawfeeg Alnajjar / department of clinical pharmacy 48

49. 3.HEDGEHOG CONCEPT Disciplined action Level 5 know how to do one thing at a time Entrepreneurship concept Walgreens? Hence: List of 10 goals Prioritize Put the rest in drawer Work in one …. Fulfill 3 questions: 1.Being passionate about 2.Best at 3.Making you a living Focus (lack is the single biggest reason for failure) Professor Tawfeeg Alnajjar / department of clinical pharmacy 49

50. Professor Tawfeeg Alnajjar / department of clinical pharmacy 50 1.Personal management Plan (safe 10 min for every 1 min planning) Start with high values task (priorities) Tremendous work ethic (desire to get things done - just do it) 2.Followers basic needs 1.Trust 2.Compassion 3.Stability and 4.Hope. Leadership Tips

51. 3.Maintain competency and character Four areas of activity First Things First. To Live, (Urgent/Important) To Love, (U/Not I) To Learn, and (Not/I) To Leave a Legacy (Not/Not)

52. Professor Tawfeeg Alnajjar / department of clinical pharmacy 52 4. Develop follower strength 1.See people in more positive light than they see themselves (exaggerate their S.) 2.Avoid fixing w. or recast them as S., and build on the strength 3.Hire (and fire) on S., and based on past behavior.

53. 5. Continue org. success Develop the S. of those around you Create V, M, P (grounded in these S.) Reward behavior aligned with V, M, P Celebrate Continually improve quality

54. Professor Tawfeeg Alnajjar / department of clinical pharmacy 54 6. Personal development 1.Create V, M, P that is grounded on S. 2.Encourage development in line with mission. 3.Incorporate the v/ms/v/p into review, rewards, committee charges, and the culture of org. 4.Review & revise regularly (L. look toward the future & outside in to the E. System).

55. 7. Continually improve quality – Stop depending on … (Deming 3/14) – Identify fixes to the system – Look for behaviors (act) that the system is creating(+/-) quest – Include every one in the quest for improved quality – Measure when needed, but cease when no longer useful.

56. Professor Tawfeeg Alnajjar / department of clinical pharmacy 56 8.Develop Emotional Intelligence (Ability to perceive, control and (Ability to perceive, control and evaluate ours &others emotions evaluate ours &others emotions factors) factors) 1.Self-awareness: humility 2.Self-regulation : self control and hence rarely verbally attack others 3.Motivation: constantly work toward goal 4.Empathy: put him self in some one else situation 5.Social skill: become great communicators

57. 10. Reward behavior aligned with v/m/vm/p 1.Provide + feedback about success (avoid the negative- omission does send a message) 2.Focus on the outcome (not the process, steps) 3.Create an environment where it is safe enough to make mistakes. 4.Create significance in what each person does.