Objectives. What is Leadership? Types of Leadership Roles. Managers vs. Leaders. Activities of Effective Leaders 4/22/2015

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1 Objectives Define Big L and Small L Leaders Describe characteristics of successful leaders Prepare to lead, regardless of your title John P Clark PharmD MBA BCPS Erin Taylor PharmD Identify your personal leadership style Learn how to build and strengthen your leadership skills What is Leadership? Types of Leadership Roles Leadership is influence nothing more, nothing less. John C. Maxwell Developing a vision of a goal that is capable of capturing and sustaining the commitment of the followers. Ken Barker Leadership is the art of accomplishing more than the science of management says is possible. Colin Powell Assigned ( Formal ) Authority over people they are leading Responsible for getting the job done BIG L Influence ( Informal ) No official authority over people they are leading small l 2003 ASHP Leadership Conference on Pharmacy Practice Management Executive Summary, Am J Health-Syst Pharm, Managers vs. Leaders Activities of Effective Leaders Focus on systems Does things right Administers Maintains Accepts reality Accepts status quo Short range view Eye on bottom line Climb ladder fast Focus on people Does the right thing Innovates Develops Investigates reality Challenges status quo Long range perspective Eye on horizon Is ladder on right wall? Modeling Monitoring (trust, but verify) Vision Setting Mentoring, Guiding, Developing Conflict Management Value Demonstration Motivating, Coaching Change Management Bennis, Warren and Goldsmith, Joan. Learning to Lead: A Workbook on Becoming a Leader, Perseus Books, Reading, MA, 1997, p

2 Talents of Effective Leader General Leadership Skills Influence Persuasion Do as I Say, and as I Do Positive Attitude Commitment to Succeed Relationship Building Time management Decision making Organization Listening Open to Change Clear Communicator Trustworthy and Honest Team building Communication Emotional intelligence Respectful Decisive Give Credit Public speaking and presenting Coaching Mentoring Teaching Characteristics of a Leader Leadership Style Assessments Think of the best leader you have ever known someone you admire What does this person do and what qualities does this person have that you admire? What about a poor example? So how do you know what style you are? DiSC profile Myers Briggs (MBTI) Emotional Intelligence (EQ) Gallup s strength based leadership Shapes exercise SQUARES Details, Data & Systems Shapes Exercise Pick a shape that you feel best represents you professionally Meet with your fellow colleagues and discuss stories about why you feel the shape represents you Are there similarities in what you chose as leadership values? Square Triangle Circle Squiggle Hardest workers; task oriented Loyal Structured; organized Think sequentially, logically May be stubborn Value details and data; analytical Knows policies & rules Not fond of change, prefer a stable environment Prefer to work alone (vs. group) May see fun as unnecessary or a luxury Trouble saying I ve got enough information Conservative, regular, orderly Meeting behavior: well prepared, lots of notes, gets right down to work Motto: Give me a job and a deadline and I ll get it done It would help you to: Be less picky with people Create your own routines Allow yourself to make a few mistakes so you don t limit your opportunities Learn to make decisions with less data Try taking more risks and acting spontaneously 2

3 TRIANGLES Results People CIRCLES People People Bottom line; focused on goals Driven to succeed; motivated by results Take charge and move fast Big picture Don t need all the research or details Need to know WHY Confident Competitive Outspoken Loves debate/argue No nonsense Decisive; cut to the chase; move on Impatient Likes recognition may put stock in status symbols Meeting behavior: Hate meetings. Get to the point and move on Motto: So what s your point??? To improve, you should: Slow down, don t shoot from the hip Attend to necessary details, even if you delegate them Develop more interest in the opinions of others Give people more room to come on board Learn to have more fun just for the sake of it Be aware of your impact on others Most empathy and perception for others Fun loving; laugh the most Listen and communicate well Easily swayed by opinions of others Caregivers/helpers Like people, committees, teams Peacemakers hate conflict or making unpopular decisions Good sports Over commit; take on more than you can handle; can t say no Better at caring for others than yourself Don t particularly like hierarchy Meeting behavior: Social, create harmony, love the food, Motto: I ll do it somebody has to! To improve, you need to: Learn how to say NO and mean it Worry less about what other people do and think Hold others accountable Learn how to make unpopular decisions when necessary SQUIGGLES Idea People How do I develop my skills? Often visionaries lots of ideas Creative Lots of energy and enthusiasm Like to try new/different things Can appear flaky because their mind moves so fast Difficulty with completion; start a task and move on to the next great idea Try to be more organized, but tend to lose their lists Easily bored Flexible spontaneous Make cognitive leaps, from A straight to F Prefer less structured environments Meeting behavior: Already thinking of the next step Motto: I just got this great idea! To improve you need to: Slow down and pay attention to the details Focus on the task at hand Think before you speak and act Pay attention to your impact on others Step 1: Get Involved! Step 2: Build/Strengthen Your Skills Step 3: Leverage a Mentor Step 1: Get Involved! Explore career options What do you like to do? What do you feel you are good at? Are there new projects or products being launched? What opportunities exist for career advancement in your organization (or beyond)? Step 2: Build your skills Seek out formal/informal development opportunities Strengthen your portfolio Volunteer Participate in Pharmacy Organizations Advanced degree/certificate program 3

4 Seek further training Strengthen your portfolio Formal development opportunities Advanced degree program Subject matter expert training Informal development opportunities Organizational resources Leadership readings (books, magazines, etc) PRACTICE! Take a chance at leading! Participate in State/local/national organizations CE programs Volunteer Pharmacy/Health care Personal Interest Publish an article Network, network, network! Step 3: Leverage a Mentor Conclusion It s not always WHAT you know, but WHO you know that matters. Seek out a mentor(s) Available/approachable Encouraging Connect you to opportunities Be a good mentee Open minded Takes initiative Responsible for own growth and development Leadership comes in many shapes and styles Look for opportunities to take a chance at being a leader Use your network! Continue to build and strengthen your skills Use your mentor to get feedback To be considered a leader, one must possess a title such as manager or director. True To be considered a leader, one must possess a title such as manager or director. 4

5 Which of the following is not generally considered a characteristic of successful leaders? Restraint Modesty Mercilessness Self awareness All leaders possess the exact same leadership styles. What works for one leader, will always work for another leader. True Leadership skills can be built and strengthened by doing the following: Key Takeaways Getting involved in projects, committees, groups Taking leadership classes or enrolling in formal education or training programs Reading leadership books and articles All of the above Key Takeaway #1 A leader does not need a formal title to lead and impact others Key Takeaway #2 There are many different characteristics and styles among leaders there isn t one secret sauce. Key Takeaway #3 Get involved, take a chance! 5

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