Wednesday, October 19 - ACCP of a... · Culture of Discipline ... Describe a situation when you...

Annual Meeting

Attributes of a Leader Activity No. 0217-0000-11-104-L04-P (Application-Based Activity) Wednesday, October 19 8:00 a.m.–noon Convention Center: Rooms 310 & 311

Part of the ACCP Academy Leadership and Management Certificate Program. For more information, visit the Web site at www.accp.com/academy.

Faculty: Robert E. Smith, Pharm.D. Professor and Head, Department of Pharmacy Practice, Harrison School of Pharmacy, Auburn University, Auburn, Alabama and Peter Hurd, Ph.D. Professor of Pharmacy Administration, Director of Pharmaceutical Sciences and Liberal Arts Division, Assistant Dean for Assessment, St. Louis College of Pharmacy, St. Louis, Missouri Faculty Conflict of Interest Disclosures Peter Hurd: no conflicts to disclose. Robert E. Smith: no conflicts to disclose. Learning Objectives

1. Describe the key concepts mentioned in the contemporary literature on the attributes of a leader. 2. Apply the attributes of successful leaders in your professional and personal life. 3. Develop action plans, based on program content, to use when participants return home. 4. Align actions that lead to an organization’s continued success with those that promote the

continued personal success of a leader. 5. Compare and contrast the leadership attributes of humility and ego.

Self-Assessment Questions Self-assessment questions are available online at www.accp.com/am

Attributes of Leader 1

ACCP Annual MeetingPittsburgh, PennsylvaniaWednesday, October 19, 2011

Review the attributes of leaders as described in the contemporary literature,

Motivate and inspire participants to see l f l d h b happlications of leadership attributes in their

own professional and personal lives, and Perhaps provide participants with a few pearls to use when they return home.

You retire from being the leader of a hospital Department of Pharmacy after 25 years. What would you like the people to say about

h ldyou at your retirement party? What would you want them to say about your leadership ability?

Seven Habits of Highly Effective People Personal & Interpersonal Leadership

Concept of Self‐Deception and “The Box” Collins’ “Good to Great” & “Built to Last” Collins Good to Great & Built to Last Principles of life and work Principles and techniques for effective teams Ethical decision making 4‐Frames concept of Bolman & Deal Warren Bennis’ criteria for becoming a leader Servant Leadership/Emotional Intelligence

2011 ACCP Annual Meeting


The premise and research behind the book

Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).

The CompaniesAbbott UpjohnCircuit City SiloKroger A&PgNucor Bethlehem SteelPhilip Morris R. J. ReynoldsWalgreens EckerdWells Fargo Bank of AmericaPlus 4 other pairs


Disciplined People Level 5 Leadership First who…..Then What

Disciplined ThoughtDisciplined Thought Confront the Brutal Facts Hedgehog Concept

Disciplined Action Culture of Discipline Technology Accelerators


Level V Leadership

Humility

Tremendous work ethic; desire to get things done, “Just Do It!”


Exercise

What does it mean to be humble?

True humility is intelligent self‐respect which keeps us from thinking too highly or too meanly of ourselves. It makes us

d b i di h f hmodest by reminding us how far we have come short of what we can be. Ralph Sockman



Is ego both an asset and a liability?

Will losing control of our ego cause us to be ffless effective?

What does ego have to do with humility and strong disciplined will?

Describe a situation when you were unable to manage ego and it managed you.

GO EGOEGO EGO

YOU

If ego isn’t managed effectively, it becomes a weakness, but usually not a 180 opposite….it changes our strengths into disguised weaknesses.

Example: the strength of being optimistic Positive attribute: Optimistic

Disguised flaw: Unrealistic

http://www.egonomicsbook.com

Positive strength vs disguised flaw

Charismatic vs manipulative

Assertive vs pushy

Directive vs dictatorial

Diplomatic vs political

Self‐confident vs self‐absorbed

Decisive vs hasty

Trusting vs naive

HUMILITYEgo empty HUMILITY Egotistical

Lack of confidence intelligent OverconfidentLow self‐esteem self‐respect Arrogant

genuine Pridefulconfidence



Being comparative

Being defensiveg

Showcasing brilliance

Seeking acceptance

Defensiveness Proving our caseProving our case

Defending our Making excusespoint of view Finding fault with

othersBecoming angryDenying wrong doing

Surge of Ego

Showcasing BrillianceBeing Dominate a conversation

llBrilliant Grandstand how much we

knowUse “I” or “my” in conversation

or talksUse impressive language

Ego Promote ourselves

Listen superficially

First we, then me

I’m brilliant, but I am not (DUALITY)

One more thing (CONSTRUCTIVE DISCONTENT)

Discuss the following statement:

The less we focus on our needs first, the lik l d ill bmore likely our needs will be met.

Suspending your needs and meeting the needs of the customer, patient or client advances the progress of the company and

h f l k lyou therefore are more likely to meet your needs. OR

Seek to serve others first and you will meet your own needs, i.e., professional success, happiness, etc.



MY vsOUR

School/department

Budget

Staff/faculty/pharmacists

Building/resources

I vsWE

Accomplished a certain task

First we, then me



Accomplished Unfinished Strong Weak Talented Average Talented Average Capable Yet incomplete Special Better than no one Knowledgeable Ignorant Often right Often Wrong Deserves respect No more than another

First we, then me



“Finished” vs “More development to do”

Niceness Intense Discussions Violence

How does humility among group members lead to fierce, passionate, hard, powerful, strong and intense discussion without resulting in aggression, fighting, hostility, cruelty or violence?



Foolish is the person who takes offense when none was intended. More foolish is the one who takes offense when it was intended who takes offense when it was intended.

annonymous

Disciplined People First who…..then what

When in doubt don’t hire keep looking When in doubt, don t hire…keep looking

When you need to change people….ACT.

Put best people in biggest opportunities. not biggest problems

The RIGHT people are you most important asset.


Disciplined thought Confront the Brutal Facts

Create a culture where the truth is heard

Face the realities of each adversity head‐on

Have the faith that you will prevail in the end


Disciplined Thought The “Hedgehog” Concept

What are we passionate about? What are we passionate about?

What can we be best in the world at?

What drives our economic engine?

Disciplined Action Disciplined people who take disciplined action consistent with the three circles


Disciplined Action Technology accelerators Technology is used as an accelerator of momentum




The Flywheel ConceptSustainable change follows a consistent pattern of buildup and breakthrough.


Technical competence

People skills

Conceptual Skills (Imagination/creativity/vision)

Judgment and taste

Character (trust)

Bennis, W. On Becoming a Leader (Reading, MA: Addison‐Wesley Publishers, 1989).

Some thoughts on Harry Truman’s life…… Self‐awareness

Self‐regulation

Moti ation Motivation

Empathy

Social skill

Goleman, D, Emotional Intelligence (New York, NY: Bantam Books, 1995).

Emotional Intelligence Reverence for Others(Self‐knowledge, self‐control, (I‐it) vs. (I‐You/Thou)Motivation, empathy, social skills)

Low Esteen Humility Pride/Arrogance

Abundance Mentality

Intrinsic sense of self‐esteem

Accomplishing goals consistent with value systemPLUS

Seven sources of intrinsic securityCharacter

Rich private lifeFamilyNatureService

EducationSharpen the Saw

Leaders focus on their strengths

They minimize their weaknesses



Sense of urgency

Building guiding team

Empowerment

Short –term wins

Vision/strategy

Selling the vision

Don’t let up

Put the change into the culture

Kotter, JP, Leading Change (Boston: Harvard Business School Press, 1996).

Leaders see others as PEOPLE and not OBJECTS

PEOPLE have cares, concerns, wants, desires, aspirations, needs, passions, strengths, weaknesses, goals, families, etc. just like I do. They are as real to me as I am to myself.

Leaders Have Vision “For most entrepreneurs, certainly for me, the primary pull is the VISION. You are simply

passionately compelled to make it come about. I think that a compelling vision combined with a

unique ability to manage risk is the magic behind successful entrepreneurs. It’s as if you already handled the risk ahead of time in your mind, so you can go where angels fear to tread, because you’ve already skipped ahead to the gain.”

Larry Wilson

They build a vision with the help of others

How well do you know your followers’ aspirations?

Your leader’s aspirations?

Develop other leaders within the organization

l h Develop their successor



Leaders learn from failure as well as success

They learn from others’ failures and successes

Leaders think win‐win…. it is in their way of being.

f f They always strive for mutual benefit

Leaders are oriented towards service Personal Sacrifice:

We vs. I

Have a healthy sense of their importance to their associates…..

h f You are the CEO of your group.

Do I make a difference in my group?

Do I maintain the quality of humility?

Leaders are teachers

Abraham Lincoln

Personal experience



Leaders face reality.

Ask for honest feedback; be optimistic even f fin the face of bad news.

Until one is committed there is hesitancy, the chance

Leaders demonstrate commitment…………

to draw back, always ineffectiveness. Concerning all acts of initiative and creation there is one elemental truth, the ignorance of which kills countless ideas and

splendid plans;

The moment one definitely commits oneself, then providence moves too.

All sorts of things occur to help one that would otherwise never have occurred. A whole stream of events issues from the decision,

raising in one’s favor all manner of unforeseen raising in one s favor all manner of unforeseen incidents and meetings and material

assistance, which no man could have dreamed would have come his way. WN Murray

From: Jaworski, J, Synchronicity (San Francisco: Berrett‐Koehler Publishers, 1998).

Leadership is relationships

Leadership requires you to be personal“Leadership is a relationship between those who aspire to lead and those who choose to f llfollow.” J. Kouzes and B. Posner

How close do you get to your followers?

Should there be an “invisible barrier” between you and your associates?

Do you know…..

Where he/she is from?

Anything about her/his family?

What she/he likes to do when they are not working?

What he/she stands for or believes in?

Anything about his/her dreams, hopes, talents and expectations.



Appreciate the members of their group

MBWA

K. Benedict Story

“No matter what you accomplish, someone helps you.”

Leaders should want to be liked

Does the following statement make sense? f“I don’t care whether or not my followers like

me.”

Is this statement true. “In a leadership position, not everyone is going to like you.”

What does love have to do with leadership?

Patience

Kindness

Honesty

Humility

Forgiveness

Respectfulness

Selflessness

Leaders need to be empathic listeners

Leaders look to synergistic outcomes

They “champion differences”

They thrive on contested discussions

Leaders must be trustworthy to instill trust between them and their associates.

h hTrustworthiness = character + competence

Trust = trustworthiness + positive relationships



Leaders empower their followers

They do not micromanage

Leaders have self‐knowledge

Leadership begins with developing self; it begins with discovering who you are and letting others know.

Leaders look to the future

The concept of “enough”

They should have:

A broad and continuing education

Extensive travel

A rich private life

Key associations with mentors or groups

1. Personal Integrity

2. A Rich Private Life

3. Nature

4. Education

5. Service

6. Family

7. Sharpening the Saw



Attributes of a LeaderAttributes of a Leader

Part of the ACCP Academy Leadership Part of the ACCP Academy Leadership and Management Certificate Programand Management Certificate Program

Wednesday, October 19, 2011Wednesday, October 19, 2011

Background and HistoryBackground and History

How Leaders Continue the How Leaders Continue the Success of Their OrganizationSuccess of Their OrganizationTodayToday In Five YearsIn Five Years

How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• 5 Year successes 5 Year successes –– what would you what would you measuremeasure

•• What would your organization look likeWhat would your organization look likeWhat would your organization look like What would your organization look like then? What would people be doing? then? What would people be doing? What would you hear in the meeting What would you hear in the meeting rooms?rooms?

•• Visualize future successVisualize future success

Write something down firstWrite something down first

•• Share what you wrote Share what you wrote with someone next to with someone next to you.you.T lk ith th fT lk ith th f•• Talk with the group of Talk with the group of people around you.people around you.

How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• Develop the strengths of those around Develop the strengths of those around themthem

•• Create a vision/mission/plan that is Create a vision/mission/plan that is d d i h hd d i h hgrounded in these strengthsgrounded in these strengths

•• Reward behavior aligned with the Reward behavior aligned with the vision/mission/planvision/mission/plan

•• CelebrateCelebrate•• Continually improve qualityContinually improve quality



Strength, vision, reward, celebrate, Strength, vision, reward, celebrate, improve qualityimprove quality00--00

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I’d like to challenge you to think I’d like to challenge you to think about things differently than you about things differently than you

do right now.do right now.

Looking at things from different perspectivesLooking at things from different perspectivesLooking at things from different perspectives Looking at things from different perspectives and viewpoints can lead to creative and viewpoints can lead to creative

changes.changes.

StrengthsStrengths How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• Develop the strengths of those around Develop the strengths of those around themthem–– See people in a more positive light then they See people in a more positive light then they p p p g yp p p g y

see themselves. Exaggerate their strengths.see themselves. Exaggerate their strengths.–– Avoid fixing weaknesses. Or, recast them as Avoid fixing weaknesses. Or, recast them as

strengths and build on the strengths.strengths and build on the strengths.–– Hire (and fire) on strengths based on past Hire (and fire) on strengths based on past

behaviorbehavior

Create a vision/mission/planCreate a vision/mission/plan How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• Create a vision/mission/shared values/plan that Create a vision/mission/shared values/plan that is grounded in these strengthsis grounded in these strengths–– Encourage development in line with the mission Encourage development in line with the mission

I t th / /I t th / / / i t i d/ i t i d–– Incorporate the v/m/Incorporate the v/m/svsv/p into reviews, rewards, /p into reviews, rewards, committee charges, and the culture of the committee charges, and the culture of the organization (this can be at the dept. level)organization (this can be at the dept. level)

–– Review and revise regularly Review and revise regularly –– leaders look toward the leaders look toward the future & outside into the environmental “stream”future & outside into the environmental “stream”



Reward BehaviorReward Behavior How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• Reward behavior aligned with v/m/Reward behavior aligned with v/m/svsv/p /p –– Provide positive feedback about successes Provide positive feedback about successes

(avoid the negative (avoid the negative –– omission does send a omission does send a message)message)message)message)

–– Focus on the outcomes (not the process, Focus on the outcomes (not the process, steps)steps)

–– Create an environment where it is safe Create an environment where it is safe enough to make mistakes enough to make mistakes

–– Create significance in what each person doesCreate significance in what each person does

CelebrateCelebrate How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• CelebrateCelebrate–– Do things and document them and celebrateDo things and document them and celebrate–– Repeat: do thingsRepeat: do thingsp gp g–– Many people and many timesMany people and many times–– Sends a message of what is valuedSends a message of what is valued–– Positive reinforcement (behaviors & values)Positive reinforcement (behaviors & values)–– Helps build the social fabric of the Helps build the social fabric of the

organizationorganization

Continually Improve Quality Continually Improve Quality How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization

•• Continually improve qualityContinually improve quality–– Avoid the idea of “inspection” (Deming)Avoid the idea of “inspection” (Deming)–– Identify fixes to the system and look for Identify fixes to the system and look for y yy y

behaviors that the system is creating (+/behaviors that the system is creating (+/--))–– Include everyone in the quest for improved Include everyone in the quest for improved

qualityquality–– Measure when needed, but cease when no Measure when needed, but cease when no

longer usefullonger useful



Four Basic NeedsFour Basic Needs

•• RathRath and Conchie and Conchie -- found that the four found that the four basic needs of followers are trust, basic needs of followers are trust, compassion, stability, and hopecompassion, stability, and hope

•• Do you have a story of how a leader Do you have a story of how a leader demonstrated this?demonstrated this?

•• (you can “trust” a leader with undesirable (you can “trust” a leader with undesirable traits to be that way in the future; traits to be that way in the future; overlaps with “stability” overlaps with “stability” –– not theory of not theory of the month the month –– and a hope for and a hope for the future)the future)

QuestionsQuestions--CommentsComments--InsightsInsights

What questions do you have?What questions do you have?

Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?

Insights that would apply to the Insights that would apply to the workshop?workshop?

The Attributes of a Leader The Attributes of a Leader

Part of the ACCP Academy Leadership Part of the ACCP Academy Leadership and Management Certificate Programand Management Certificate Program

Wednesday, October 19, 2011Wednesday, October 19, 2011

How Leaders Maintain Competency How Leaders Maintain Competency and Characterand Character Competence & CharacterCompetence & Character



How Leaders Continue Their How Leaders Continue Their PersonalPersonal SuccessSuccess

•• 5 Year successes 5 Year successes –– what would you what would you measuremeasure

•• What would you look like then? WhatWhat would you look like then? WhatWhat would you look like then? What What would you look like then? What would the people around you be doing? would the people around you be doing? What would you hear people talking about What would you hear people talking about when they talked about you?when they talked about you?

Four Areas of ActivityFour Areas of ActivityLive, Love, Learn, LegacyLive, Love, Learn, Legacy

How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success

•• Set aside time to review the past, assess Set aside time to review the past, assess the present, and plan for the futurethe present, and plan for the future

•• PracticePracticePracticePractice•• Stop doing what you don’t like to doStop doing what you don’t like to do•• PersistPersist•• Be overly optimistic, positiveBe overly optimistic, positive

Time to review and planTime to review and plan


•• Set aside time to review the past, assess the Set aside time to review the past, assess the present, and plan for the futurepresent, and plan for the future–– If you lack time to look forward, then you are If you lack time to look forward, then you are

spending too much time in the management side ofspending too much time in the management side ofspending too much time in the management side of spending too much time in the management side of things.things.

–– If you are at a convention, but must constantly call to If you are at a convention, but must constantly call to check on things, why?check on things, why?

–– Leaders who focus on constant personal and workLeaders who focus on constant personal and work--related improvement tend to be successfulrelated improvement tend to be successful

Don’t miss the flowers …Don’t miss the flowers …




•• PracticePractice–– Practice in other organizations: church, Practice in other organizations: church,

boards, volunteer groups, sports, etc.boards, volunteer groups, sports, etc.–– Read, attending workshops, personal quality Read, attending workshops, personal quality

improvement in addition to that of the improvement in addition to that of the organizationorganization

–– Observe others and their successes, modeling Observe others and their successes, modeling is a powerful learning toolis a powerful learning tool

Stop doing what you don’t like Stop doing what you don’t like to do ….to do ….


•• Stop doing what you don’t like to doStop doing what you don’t like to do–– If this doesn’t work, rethink your current If this doesn’t work, rethink your current

choices.choices.I it bilit th t d t t th ?I it bilit th t d t t th ?–– Is it an ability that you need to strengthen? Is it an ability that you need to strengthen? Then practice and develop.Then practice and develop.

–– Can you work with others who are strong in Can you work with others who are strong in this area? Cooperate and delegate.this area? Cooperate and delegate.

–– Can you reframe this so that it will mesh with Can you reframe this so that it will mesh with your values?your values?

PersistPersist


•• PersistPersist–– Stick to your values Stick to your values –– as a compassas a compass–– Change naturally goes through periods of Change naturally goes through periods of g y g g pg y g g p

resistance and regression, both individually resistance and regression, both individually and in groups. Vand in groups. V--MM--SVSV--P is important.P is important.

–– What about “doing less”, saying “no”, and What about “doing less”, saying “no”, and keeping things “simple”keeping things “simple”

Be overly optimistic, positiveBe overly optimistic, positive

•• With yourselfWith yourself•• With othersWith others•• Believe in or be Believe in or be

dedicated to a causededicated to a cause•• Be amazed and avoid Be amazed and avoid

being cynicalbeing cynical•• And be humbleAnd be humble




•• Be overly optimistic, positiveBe overly optimistic, positive–– About the problems that you can solve. (Most About the problems that you can solve. (Most

things are done by a few people who are things are done by a few people who are committed to a change.)committed to a change.)

–– And, have a realistic picture of the And, have a realistic picture of the environment in which you operate and the environment in which you operate and the trends of the futuretrends of the future

QuestionsQuestions--CommentsComments--InsightsInsights

What questions do you have?What questions do you have?

Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?

Insights that would apply to the Insights that would apply to the workshop?workshop?



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