L L Leadership in Leadership in d d hi hi i i Academic - - PowerPoint PPT Presentation

L d hi i L d hi i Leadership in Leadership in Academic Practice Administration Academic Practice Administration Academic Practice Administration Academic Practice Administration

Dermatology Academic Administrators Group Association of Professors of Dermatology Association of Professors of Dermatology

Chicago 9/14/12

Christy Harris Lemak, PhD FACHE

Associate Professor, Health Management and Policy , g y Director, Griffith Leadership Center School of Public Health, University of Michigan Chief Academic Officer, National Center for Healthcare Leadership , p

Why Leadership? Why Leadership?

The problems that exist in the world today cannot be solved by world today cannot be solved by the level of thinking that created them.

• Albert Einstein

Albert Einstein

2

Two (Related) Concepts Two (Related) Concepts

Leader Leader Leadership Leadership Leader Leader

Development

Leadership Leadership

Development

3

Leadership Opportunities for A d i Ad i i Academic Administrators

Leadership Development

– Supporting the Chair pp g – Strengthening Other Faculty Leaders – Mentoring and developing other managers – Building and sustaining culture – Navigating and negotiating with variety of internal and external stakeholders

Leader Development

– Becoming more effective in all of the above

4

Unique Challenges in A d i M di i Academic Medicine

Physician Faculty Research Faculty Clinic Leaders Physician Faculty y and Staff Clinic Leaders Hospital Leaders College/University Leaders p Leaders

5

Topics for Today Topics for Today

1 What is leadership?

• 1. What is leadership?
• 2. What do leaders do?
• 3. How can you be more

effective as a leader?

• 4. How can you strengthen

leadership in your p y department?

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What is leadership? What is leadership?

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A Leader Is A Leader Is….

….one who manifests direction, ….one who manifests direction, integrity, hardiness, and courage in a consistent pattern of behavior that consistent pattern of behavior that inspires trust, motivation, and responsibility on the part of followers responsibility on the part of followers who in turn become leaders themselves. themselves.

• Warren Bennis

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What do People Want p from a Leader?

• Direction and meaning (Forward-Thinking)
• Trust (Honest)

( )

• A sense of hope and optimism (Inspiring)
• Results (Competent)
• Results (Competent)

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2 Types of Leadership yp p

Transactional Transformational

• Influence others by means of

a transaction

• Contributions of each party
• Strong interpersonal

identification with leader

• Inspire, energize, intellectually
• Contributions of each party

are recognized

• Identify specific actions for

success

Inspire, energize, intellectually stimulate employees

• Individual consideration for

employee’s needs

success

• Help followers develop

confidence needed S lf I t t K

• Influences to perform beyond

expectations

• Looks beyond own self-interest

f

• Self Interest = Key
• Hierarchy
• COMMODITY DRIVEN
• Defined shared values and

beliefs

• PERSONAL &

INTELLECTUAL CAPITAL INTELLECTUAL CAPITAL DRIVEN

Level 5 Leadership

F C lli (“G d t G t”) From Collins (“Good to Great”)

Deep Personal Humility Intense Professional Will Deep Personal Humility

• Demonstrates a compelling

modesty, shunning public adulation, never boastful.

• Creates superb results, a clear

catalyst in the transition from good to great adulation, never boastful.

• Acts with quiet, calm

determination; relies principally

• n inspired standards, not

good to great.

• Demonstrates an unwavering

resolve to do whatever must be done to produce the best

• n inspired standards, not

inspiring charisma, to motivate.

• Channels ambition into the

company, not the self; sets up be done to produce the best long-term results, no matter how difficult.

• Sets the standard of building

company, not the self; sets up successors for even more greatness in the next generation. Sets the standard of building an enduring great company, will settle for nothing less. g

Look Look out the window

• ut the window to

to apportion credit for success apportion credit for success

• f the group
• f the group –

– to other to other people, external factors, and people, external factors, and people, external factors, and people, external factors, and good luck good luck Look Look in the mirror in the mirror to to Look Look in the mirror in the mirror to to apportion responsibility for apportion responsibility for poor results poor results -

• never blame

never blame

• ther people external
• ther people external
• ther people, external
• ther people, external

factors, or bad luck factors, or bad luck

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What do Leaders do? What do Leaders do?

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Management vs Leadership Management vs. Leadership

Management Leadership Management

• coping w/complexity

Leadership

• coping w/change
• planning & budgeting
• organizing & staffing
• setting a direction
• aligning people
• organizing & staffing
• controlling & problem

solving

• aligning people
• motivating & inspiring

solving

The 5 Practices & 10 C it t f L d hi 10 Commitments of Leadership

5 Practices 5 Practices

10 Commitments 10 Commitments

Model the Way Model the Way

Clarify values Clarify values Set the example Set the example Envision the future Envision the future

Inspire a Shared Vision Inspire a Shared Vision

Envision the future Envision the future Enlist others in a common vision Enlist others in a common vision

Challenge the Process Challenge the Process

Search for opportunities Search for opportunities E i t d t k i k E i t d t k i k

Challenge the Process Challenge the Process

Experiment and take risks Experiment and take risks

Enable Others to Act Enable Others to Act

Foster collaboration Foster collaboration Strengthen others Strengthen others

Encourage the Heart Encourage the Heart

Recognize contributions Recognize contributions Celebrate values and victories Celebrate values and victories

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Kouzes and Posner: The Leadership Challenge

How Employees Feel & Behave When Th i I di t M H Their Immediate Manager Has…. High Credibility Low Credibility High Credibility

• Proud to tell others they’re

part of the org

Low Credibility

• Produce only if they’re

watched carefully

p g

• Strong sense of team spirit
• See own personal values

i t t / l

• Be motivated primarily by $
• Say good things about the org

in public but bad things in

consistent w/org values

• Feel attached and

committed

in public, but bad things in private

• Consider looking for another

job if problems arise

committed

• Have a sense of ownership

job if problems arise

• Feel unsupported and

unappreciated

Leaders Inspire a Shared Vision Leaders Inspire a Shared Vision

• Envision the future
• Enlist others by appealing to common

aspirations aspirations

• Help employees connect the dots

It is vision It is vision ‐‐ ‐‐ and the leaders who can articulate that and the leaders who can articulate that vision vision ‐‐ ‐‐ that helps people in the organization that helps people in the organization accept uncertainty. accept uncertainty. Vision substitutes for fear Vision substitutes for fear (of (of the unknown) and gives people the confidence to the unknown) and gives people the confidence to say “I have a dream, and I want to be part of it.” say “I have a dream, and I want to be part of it.” Rosabeth Moss Kanter Rosabeth Moss Kanter

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To Enlist Others, the Sense of Meaning M t C F Withi Must Come From Within

External External Motivation Motivation Internal Internal Motivation Motivation Tangible Reward or Tangible Reward or Punishment Punishment Internal Desire Internal Desire Forced Forced Want to Want to Please others Please others Please self Please self Compliance or defiance Compliance or defiance Far Superior Results Far Superior Results Stop trying after reward: “Stop Stop trying after reward: “Stop the pay & stop the play” the pay & stop the play” Keep trying even if no extrinsic Keep trying even if no extrinsic reward reward the pay & stop the play” the pay & stop the play” reward reward Often linked to fame and Often linked to fame and fortune fortune Often linked to making a Often linked to making a difference in the world difference in the world

Need to discover “the what”

Leaders Challenge the Process Leaders Challenge the Process

• Search for Opportunities

Search for Opportunities

• Experiment and Take Risks

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Leaders Enable Others to Act Leaders Enable Others to Act

• Foster Collaboration
• Strengthen Others

The task of leadership is not to put greatness into people but to elicit it greatness into people, but to elicit it, for the greatness is there already.

– John Buchan John Buchan

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Encourage Initiative Encourage Initiative

• Build self-efficacy in others:

Build self efficacy in others:

– Capable of taking action in a specific situation – Give people the chance to gain mastery one Give people the chance to gain mastery one step at a time – Mental simulation Mental simulation – Setting goals that are incrementally higher – Saying I KNOW YOU CAN DO IT Saying I KNOW YOU CAN DO IT

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The Role of Incentives – Wh t W k ? What Works?

Not This….. Not This….. This…. This…. Not This….. Not This….. This…. This….

Rely on External Motivators Rely on External Motivators Understand Internal Motivation Understand Internal Motivation W k f W k f W k f f lfill t W k f f lfill t Work as a source of money Work as a source of money Work as a source of fulfillment Work as a source of fulfillment

What What gets rewarded gets rewarded d

What What is rewarding is rewarding

gets done. gets done.

gets done. gets done.

Tap into people’s hands and Tap into people’s hands and wallets wallets Tap into people’s hearts and minds Tap into people’s hearts and minds wallets wallets Leads to culture of divisiveness Leads to culture of divisiveness and selfishness; Diminished sense and selfishness; Diminished sense

• f purpose
• f purpose

Lower cost of retention and Lower cost of retention and recruitment recruitment

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• f purpose.
• f purpose.

Leaders Encourage the Heart Leaders Encourage the Heart

• Recognize Contributions

Recognize Contributions

– by showing appreciation for individual excellence

• Celebrating Values and Victories

– by creating a spirit of community y g p y

Genuine acts of caring lift spirits and draw people forward

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people forward

How can you become a better l d ? leader?

24

Cont a to the opinion of Contrary to the opinion of many people, leaders are not a y peop e, eade s a e

• t
• born. Leaders are made, and

th d b ff t d they are made by effort and hard work. hard work.

V L

Leaders Use Tools Leaders Use Tools

• Reflection

Reflection

• Feedback
• Plans
• Plans
• Colleagues

M t

• Mentors
• Will
• Motivation
• Luck

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Practice “Game Filming” Practice Game Filming

• Mental Replay

Mental Replay

• Reflection

J li

• Journaling
• Contemplation
• Mindfulness

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Leaders are Active Learners Leaders are Active Learners

Four Learning Approaches:

• Taking Actions (trial and error)
• Thinking (reading, online)

Thinking (reading, online)

• Feeling (what am I worrying about?)
• Accessing Others (bouncing hopes &
• Accessing Others (bouncing hopes &

fears off someone they trust)

• BE MORE ENGAGED IN ALL OF THESE

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How can you improve leadership in d ? your department?

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Strengthen Leaders Strengthen Leaders

• Help your Chairperson lead
• Help your Chairperson lead
• Develop other clinician leaders
• Support leadership development in direct

reports and other emerging leaders

• Create a culture of transformational

leadership

• Day by day, step by step

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Helping Your Leader Lead Helping Your Leader Lead

From Leading Physician to Physician Leader From Leading Physician……to Physician Leader

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Academic Physicians C P ti Career Preparation

Cli i l C Clinical Care Residency, fellowship, senior partners partners Research Academic development time, p mentors Teaching P di t i l Program directors, curricula Leadership/administration (?) Ad hoc/observation (?) (?) Ad hoc/observation (?)

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Preparing Clinicians to Lead p g

Leadership Skills eade s p S s

Setting vision, communication, enabling others

Business Acumen

Finance, payment, marketing marketing

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Developing Future Clinical Leaders

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Overview

• 8 Full Day Sessions; 24 leaders/emerging

leaders –Monthly from May to Dec 2012

• Longitudinal learning

Longitudinal learning –Readings A ti b d l i j t –Action-based learning projects

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Competencies p

Program participants will grow in

Leadership Team Building

will grow in four domains: domains:

Business Acumen Understanding Context

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Desired Outcomes

Leadership: Enhance leadership capabilities, including vision, strategy, communications, managing experts, managing information managing intellectual property managing change information, managing intellectual property, managing change, negotiations, performance measurement. Team Building: Build lasting, multi-faceted, cross-disciplinary relationships and stronger more effective teams. p g Business Management: Develop skills in functional management, including finance, operations, talent management, R&D (Innovation), marketing. C t t D d t di f i i l l Context: Deepen understanding of increasingly complex environment in which health care systems, and particularly academic health care systems, operate now and in the future. So that participants and department can: So that participants and department can: Make decisions that lead to maximum value creation and be better equipped to positively impact human health. Create and lead transformational change required to maintain Create and lead transformational change required to maintain stellar reputation and move into the top 5 nationally within the next few years.

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Will 8 days make a difference?

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What can you do next? What can you do next?

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Key Relationships Key Relationships

Leader Leadership

Development Development

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First Things First First Things First

Turn the spotlight on

Get to know yourself

• yourself. The glare will

not be more than you can handle Rather let it

• handle. Rather, let it

illuminate your life and your choices – personal your choices personal and professional – and help you see how you are affecting the course of your life and your leadership.

Harry Kraemer Jr Harry Kraemer Jr.

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Start with a Few Small Steps Start with a Few Small Steps

DWYSYWD

• DWYSYWD

– Do What You Say You Would Do

• In work teams: say “we” more than “I”
• In problem-solving: think “both-and”

p g more than “either-or”

• Say “thank you” and “I appreciate your

Say thank you and I appreciate your effort” more often (and mean it)

• Listen actively
• Listen actively

We are what we repeatedly do. Excellence, then, is not an act, b t a habit but a habit.

• Aristotle

Seek Help from Others Seek Help from Others

• Your organization

Your organization

– Training Leadership Academies – Leadership Academies – University Partners (business, public health)

UHC/AAMC

• UHC/AAMC
• National Center for Healthcare Leadership

– New Council for Developing Clinical Leaders

• DAAG Peers

44

Grow Your Own Grow Your Own

45

Keys to Success y

Be professional in attitude and behavior behavior. Be reflective about your competencies, personal strengths d t iti t i and opportunities to improve. Build relationships and your network. Develop others (at all levels). p ( )

Do not underestimate the influence Do not underestimate the influence you have on those around you you have on those around you y y y y

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A Few Resources A Few Resources

Getting to Know Yourself:

Leadership from the Inside Out by Kevin Cashman On Becoming a Leader by Warren Bennis Now, Discover Your Strengths by Marcus Buckingham & Donald Clifton

Leadership Concepts:

The Leadership Challenge by Kouzes and Posner Positive Leadership: Strategies for Extraordinary Performance by Cameron Positive Leadership: Strategies for Extraordinary Performance by Cameron Building the Bridge as You Walk on It: A Guide for Leading Change by Quinn Good to Great and Good to Great for the Social Sectors by Collins

Developing Specific Leadership Skills:

Presentations: I Can See You Naked by Hoff Communication: Crucial Confrontations by Patterson

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Shameless Plugs Shameless Plugs

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NCHL Leadership Excellence Network NCHL Leadership Excellence Network (LENS) (LENS) (LENS) (LENS)

Join Us!

HUMAN CAPITAL INVESTMENT CONFERENCE

LEVERAGING LEADERSHIP PRESENTATIONS

Culture Change & Innovation

CONE HEALTH Cultural Transformation Drives Breakthrough HOLY FAMILY MEMORIAL Roadmap to Results

LEVERAGING LEADERSHIP PRESENTATIONS

Cultural Transformation Drives Breakthrough Performance

• R. Timothy Rice, CEO

Joan Evans, Vice President, People Development & Chief Learning Officer Roadmap to Results Mark Herzog, President & CEO Laura Fielding, Administrative Director Chief Learning Officer FROEDTERT HEALTH Creating a Workplace of Choice Catherine Jacobson, President & CEO HOSPIRA Ignite Programming Sparks the Fire Within Its Employees John Panel, Chief Learning Officer Thomas Moore, President, Hospira US Pamela Puryear, Vice President HENRY FORD HEALTH SYSTEM B ildi Ad d L d hi A d STANFORD HOSPITAL & CLINICS R id C lt Ch i A d i M di l Building an Advanced Leadership Academy Robert Riney, President & COO Kathy Oswald, Senior Vice President & Chief Human Resource Officer Rapid Culture Change in an Academic Medical Center; This is Not an Oxymoron Amir Dan Rubin, President & CEO Dale Spartz, Vice President T dd P i Di t Todd Prigge, Director

HUMAN CAPITAL INVESTMENT CONFERENCE

LEVERAGING LEADERSHIP PRESENTATIONS

Diversity & Inclusion

PIEDMONT HEALTHCARE The Gender Gap in Healthcare SODEXO Making Every Day Count

LEVERAGING LEADERSHIP PRESENTATIONS

The Gender Gap in Healthcare Michele Molden, Executive Vice President & Chief Transformation Officer Vanessa Austin, President, Women’s Leadership Alliance Making Every Day Count Patrick Connolly, COO & President of Healthcare Market Karen Penn, Vice President Alliance

Clinical & Interdisciplinary Leadership Development

NORTH SHORE‐LIJ HEALTH SYSTEM Physician Leadership Development for the New UNIVERSITY OF PENNSYLVANIA HEALTH SYSTEM Our Big Ideas Increasing the Capacity for Physician Leadership Development for the New Healthcare Environment Michael Dowling, President & CEO Jeremy Boal, MD, Senior Vice President & Chief Medical Officer Our Big Ideas – Increasing the Capacity for Innovation in Penn Medicine Kevin Mahoney, Vice Dean, Senior Vice President, & Chief Administrative Officer Judy Schueler Vice President Medical Officer Joseph Cabral, Senior Vice President & Chief Human Resource Officer Alan Cooper, PhD, Vice President Judy Schueler, Vice President

Good luck Good luck

• n the

journey

53

Christy Harris L e mak

734 936 1311 734-936-1311 c hrisle m@ umic h.e du