ACP Leadership Enhancement And Development (LEAD) Program

Transcription

1 ACP Leadership Enhancement And Development (LEAD) Program Bob Lubitz MD, MPH, FACP Waldon Garriss, MD, MS, FAAP, FACP

2 Disclosure of Financial Relationships Dr. Lubitz and Dr. Garriss have no relationships with any entity producing, marketing, re-selling, or distributing health care goods or services consumed by, or used on, patients.

3 Leadership

4 What is the LEAD Program? The Leadership Enhancement and Development (LEAD) Program targets internists early in their careers and offers a variety of activities designed to provide participants with the skills, resources, and experiences necessary to become effective leaders in any setting.

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6 LEAD Certification Minimum of 5 of 7 activities w/in a 3-year time frame: 1. Attain or maintain active Fellowship status within the College 2. Attend at least 7 hours of CME that focus on leadership competencies (at least 3 of these must be sponsored by the ACP at the local or the national level) 3. Participate in at least two pathways to leadership at the chapter level 4. Serve on a national workgroup, committee, or council of ACP 5. Serve as a mentor/facilitator in at least one ACP sponsored mentoring event/program 6. Participate in Leadership Day on Capitol Hill or similar local legislative or advocacy activity 7. Demonstrate leadership competencies in the community (e.g., chair a hospital committee/council, serve on a steering committee for a faith-based organization, serve on a Board of Directors for local youth, sports, or arts group, etc.)

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8 What does it mean to be a leader or demonstrate leadership?

9 Leaders Change stuff! Identify the burning platform Form coalitions Communicate Empower others Create and build on short-term wins Institutionalize the approach

10 Leaders Change stuff! Have followers Read and reflect about leadership Recognize that the challenge is here and now Recognize that change must be done well, humanely and with great love and respect

11 Leadership is not About holding a title or rank A destination A solo journey About being right About being certain About you

12 Leadership is a serving relationship with others that inspires their growth and makes the world a better place Dr. Lance Secretan Inspire! What Great Leaders Do

13 Leaders rarely emerge spontaneously There is no leadership track Leadership can be taught

14 IDENTIFYING YOUR STRENGTHS

15 Playing to your strengths Everyone has natural aptitude Conventional wisdom spend a lot of time working to improve weaknesses Modern wisdom Keep your strengths in mind Continually improve upon your PASSION Identify and develop your hidden talents

16 Self-reflection Taking time to figure out : Who we are What we care about How we feel and act the way we do in a given situation Identify and own our traits

17 Reflection Questions What is my default response to a situation? What gets me excited? What do I always seem to notice or catch? What do I pick up quickly? What makes me happy? What gives me energy? What do I value?

18 Personal Values Biopsy How do you invest your? Time Treasure Talent

19 More reflection questions What do you think about a lot? What do you do that consistently produces the right results? What do you do well and successfully?

20 More reflection questions What do colleagues and patients notice about you? To develop this: Ask people who truly care about you what they see in you What are your mentors talking about with you

21 The Value of Mentoring Perspective and experience Outside the box thinking Define and reach long-term goals Accountability Trusted colleague to discuss issues Inspiration Open doors / expand contacts and network

22 How to find a leadership coach / mentor Someone with: Aligned values and goals Similar vs. alternate career path Willingness to commit time to you Internal vs. External Volunteer vs. Professional (paid)

23 Leadership Credo Your leadership mission statement Create meaning out of ambiguity Communicate who you are Transmit your values Spark action Foster collaboration

24 Credo 101 Begin with the end in mind Eulogy? Consider what you want to accomplish that aligns with your self-reflection activities Bucket list? Articulate your values Values statement

25 The Ideal Credo Three to five bullet points Gives those around you a road map in your absence Is grounded in your values but constantly refined to reflect your personal and professional growth

26 Authenticity + Credibility = Vulnerability TRUST

27 What characteristics do you admire in a leader?

28 Characteristic Characteristics of Admired Leaders Percentage of Respondents Selecting Each Characteristic Characteristic Honest 89 Cooperative 25 Forward-looking 71 Courageous 25 Inspiring 69 Determined 25 Competent 68 Caring 22 Intelligent 48 Imaginative 17 Fair-minded 39 Mature 15 Straightforward 36 Ambitious 16 Broad-minded 35 Loyal 18 Supportive 35 Self-controlled 10 Dependable 34 Independent 4 Percentage of Respondents Selecting Each Characteristic Kouzes JM, Posner BZ. The Leadership Challenge, 4thEd. 2007

29 What People Look For Leaders Honest Forward-looking Inspiring Competent

30 Credibility is the Foundation of Leadership Honest = trustworthiness = integrity & character How leaders enable others to act (along with a leader s own competency) Leader s honesty is a reflection of our own honesty a quality that can most enhance or damage own personal reputations

31 If you don t believe the messenger, you won t believe the message

32 Forward-Looking Vision = Dream = Calling = Goal = Personal Agenda Leaders must know where they re going if they expect others to willingly follow

33 Inspiring Realistic yet positive! People expect their leaders to be enthusiastic, energetic, hopeful about the future Communicate the vision in ways that encourage people to sign on Uplift constituents spirits and give them hope (for others to voluntarily engage in challenging pursuits)

34 Never give in, never give in, never; never; never; never - in nothing, great or small, large or petty - never give in except to convictions of honor and good sense Winston Churchill Really great people make you feel that you, too, can become great. Mark Twain

35 Competent Leader s track record and ability to get things done The broader one s experience, the more likely he or she is to be successful across organizations and industries

36 More reflection. As a leader, what does your personal best look like? How can you improve?

37 Resources/ References Collins, J. Good to Great: Why Some Companies Make the Leap and Others Don t, New York: HarperCollins, 2001 Kouzes JM, Posner BZ. The Leadership Challenge. 4 th Ed. San Francisco: Jossey- Bass Kotter, JP. What Leaders Really Do. Harvard Business Review. 2001: Dec.; Leadership Practices Inventory at: lpionline.com