Post on 27-Dec-2015
transcript
LEADERSHIP
William A. Peck, M.D.Director, Center for Health Policy
Alan A. and Edith L. Wolff Distinguished Professor of MedicineFormer Dean, School of Medicine, Washington University in St. Louis
1/15/14; Pediatric Leadership Dev., St. Louis Children’s Hospital
LEADERSHIP
The single most important determinant in the success of virtually any entity.
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Leader/Manager (overlapping)
• Coach/Quarterback
• Future/Present
• Do the right thing/Do things right
• Plan, engage, launch/implement
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The “Process” Elements of Leadership
– A Checklist (assuming the vision)
• Lead by example
• Listen aggressively
• Communicate purpose and meaning
• Create a climate of trust
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The “Process” Elements of Leadership – A
Checklist• Take calculated risks
• Stretch the boundaries of standard procedure
• Build up your people
• Improve their quality of life
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Contributing Principles – YOU!
• Character, persona and process (given intelligence, “expertise”, desire).
o Character – honesty, ethics, values
o Persona – fundamentally, who you are
o Process – how you behave
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Lessons from the Top
The Search for America’s Best Business Leaders (1999)
Edited by Thomas Neff and James Citrin (Spencer Stuart leaders)
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Self-Awareness:
• Perceptions and Assessments of You (by you and by others):
o Do you take time for self-reflection? Are you honest?
o Who are you when you are at your best AND worst?
o What fires you up?
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Self-Awareness:
o Do you believe that you can improve your leadership skills?
o Are you aware of resources to assist you?
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The Q’s
Dominant, Warm
Q4
Submissive, Warm
Q3
Dominant, Hostile
Q1
Submissive,
HostileQ2
Courtesy of Psychological Associates
What causes leadership failure?
• Unawareness of self
• Externals
• Misfits
• Character
• Incompetence
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Resources for Leadership Enhancement:
• Self
• Family
• Friends
• Peers
• Reports (by example or counseling)
• Employees
• The literature
• Objective assessment and coaching
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Bonuses:
Supportive external and
internal uncontrollabl
es
Supportive significant
other
Sense of humor
Luck!
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The “pitfalls” of delegation:
• Misjudging capacity, motivation – picking the wrong person
• Making vague, ambiguous requests
• Asking for results you do not want or need
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The “pitfalls” of delegation:
• Abandoning the delegate – hoping they will do a good job on their own
• De-motivating by failing to yield enough control
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New Ballgame!
• Resource limitations;
• Public trust;
• Mobility;
• Communication expansion
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ISSUES
Academic vs. business components –institution, department and division.
The dominant goal – academic success. (Must succeed economically.)
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ISSUES
Lengthy “activity” cycle – quarters vs. years.
Leaders may have existential leadership experiences, lack general “leadership” experience/training at all levels.
Not often subject to in-depth assessment ex ante nor ex post.
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ISSUES
“Vertical” department structure.
The faculty as “independent contractors” – often with tenure or quasi tenure – and academic freedom.
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ISSUES
Marked range of personality structures among faculty.
Huge external resource dependence.
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Practical Qualities:
Contribute to, enjoy and reward others’ successes.
Open door – walk around!
Communicate openly, seek advice and criticism.
Provide coaching for junior people.
Priority: Family, significant others.
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Patrick Lensioni’s Model: 5 Dysfunctions of
a Team
Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack ofCOMMITMENT
Fear ofCONFLICT
Absence ofTRUST
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Results: Strong teams never
lose focus on results
Results
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Teams that trust one another:
• Engage in conflict;
• Commit to decisions;
• Hold one another accountable
• Will likely set aside their individual needs and agendas and focus almost exclusively on what is best for the team and its results