1. Behaviours & Leadership Skills Lilongwe, May 2012 Dr Alan Davies MB MRCP MD Medical Director, EMEA GE Healthcare alan.g.davies@ge.com

2. Outline of next 90 minutes 30 minutes - overview 30 minutes – small group work One example of Leadership that worked One example of Management that worked 30 minutes – report out 2 April 2012

3. Being a Leader Session Philosophy April 2012 3 K NOWER I F I DON ’ T HAVE ALL THE ANSWERS, SOMETHING IS WRONG WITH ME L EARNER I F I HAVE A QUESTION OR I DON ’ T KNOW THE ANSWER, I’ LL SAY IT AND LEARN GOAL: Excellent patient care

4. Becoming a Leader What has been your approach to people development? What are the challenges that you encountered when you provide feedback to people? What would you do differently towards your goal of excellent patient care? April 2012 4

5. Leading vs Managing Write down the different behaviours and skills between L EADING and M ANAGING For each quality of a leader, write down a balancing or opposite quality of a manager April 2012 5 LeaderManager  1  2  3  4  5  …………..  1  2  3  4  5  ………….

6. Leaders & Managers April 2012 6 LeaderManager  Innovate  Develop  Focus on People  Inspire Trust  Ask W HAT and W HY  Originate  Other skills ….  Administer  Maintain  Focus on Systems  Rely on Control  Ask H OW and W HEN  Imitate  Other skills ….

7. Business MANAGER Leadership is a Journey, which needs new skills at each stage. Often DIFFICULT April 2012 7 Manage MANAGERS Manage OTHERS Manage SELF Results through BUSINESS management Results through MANAGERS Results through OTHERS Results by PERSONAL effort Scope & Complexity Increase Critical passage

8. Some quotes on Leadership  Don Quixote: One man scorned and covered with scars still strove with his last ounce of courage to reach the unreachable stars: and the world was better for this  Thomas Huxley: The rung of the ladder was never meant to rest upon, but only to hold a foot long enough to enable him to put the other somewhat higher  Confucius: The superior man is distressed by the limitations of his ability; he is not distressed by the fact men do not recognise the ability he has  Ghandi: You must be the change you wish to see in the world  Groucho Marx: Only one man in 1000 is a leader of men, the other 999 follow women  Hindu proverb: There is nothing noble about being superior to some other men. The true nobility is in being superior to your previous self. April 2012 8 Leadership is a journey into SELF

9. Top 10 leadership tips from GE CEO “Things people do” Personal responsibility: you lead today by building great teams and placing others first. It’s not about you. Simplify constantly : Every leader needs to clearly articulate the top 3 things the organisation is working on. If they can’t they are not leading well. Understand Breadth, Depth, Context: How does where you work fit in with the world, and how do you respond to it. Alignment and Time Management: At the end of the week, you have to spend time on things that are important. Setting priorities, measuring outcomes, and rewarding them. Learn constantly, learn how to teach: A leader’s primary role is to teach. People who work with you don’t have to agree with you, but they do need to feel that you are willing to share what you have learnt. April 2012 9

10. Top 10 leadership tips from GE CEO “Things people do” Stay tuned to your own style : Leadership is an intense journey into self. Look in the mirror each morning and ask: “What are the 3 things I could have done better?” Set boundaries with freedom in the middle : The boundaries are commitment, passion, trust and teamwork. Within those guidelines there is a lot of freedom. But don’t cross these boundaries. Disciplined and Detailed: Never be afraid to personally intervene on things that are important. Leave a few things unsaid: Knowing the answer can get in the way of another person finding their own way. Being an effective listener can be more useful that ending a meeting with the 17 most important actions Like people and Like yourself: It is critical to understand people, always be fair and want the best for people. April 2012 10

11. Situational leadership  Understand how to flex your leadership style in different situations  Open up communication – have quality conversations about performance, development with the people you work with  Help others develop competence and commitment  Teach others how to provide their own direction and support  Value and honour differences April 2012 11

12. What a situational leader does: April 2012 12 Diagnosis Flexibility Partnering for performance Situational Leadership Assess Developmental needs Use a variety of leadership styles comfortably Reaches agreements with others about the style THEY need

13. Finally, of course, and by no means least ….. Good Leaders still Manage! April 2012 13

14. Thank you.

15. 30 Minute Small Group Session April 2012 15 Divide into groups of 3 or 4 Pick two recent tasks for each group  One where you acted as a Leader  One where you acted as a Manager Be prepared to report out the Leadership task and the Manager task (final 30 minutes)