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Psychiatry, leadership and medical education – same, same but
different….. Dr Dominic Johnson
Dean of Clinical Affairs
Dr Fiona L Mason Chief Medical Officer and
Associate Registrar Leadership & Management @FionaLMason #psychleaders
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Learning outcomes
• Reflect critically on your management and leadership biography, preferences and responsibilities
• Understand some of the transferable skills forensic psychiatrists possess for developing people
• Develop yourself as a leader and manager
• Apply a developmental model to understanding the stage of an organisation
• Highlight some of the skills of negotiation that forensic psychiatrist possess and give a framework to help develop this area.
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Models of leadership
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Level 1: Leading as a professional
Level 2: Leading others
Level 3: Leading services
Level 4: Leading organisations
Level 5: Leading systems
Five levels of leadership
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Levels of Leadership (John Adair Model)
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Healthcare Leadership Model
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Healthcare Leadership
Model
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Leadership • Makes connections • Promotes diversity • Challenges habits and assumptions • Fosters innovation • Works through conversations
Management • Develops plans • Creates structures • Sets up procedures • Develops business processes • Controls performance • Controls the numbers
Far from certainty Close to certainty
Close to agreement
Far from agreement
Leadership v management
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High Low
Low
High
Visionary leader Strategic leader
Managerial leader Neither visionary nor managerial
Managerial leadership capability
Visionary leadership capability
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Makes sound decisions that have an important effect on the business
Turns strategy into results
Passionate about making a difference
Gains people’s commitment and
makes things happen
• Putting customers first
• Acting with integrity and respect
• Taking personal responsibility
• Working as a team
Judgement
Drive Influence
Execution
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So what does this mean for you? • Know your style • Communicate effectively • Get engaged and participate, commit to action • Thinking critically; developing perspective and
balance • Work outside your comfort zone • Engage with a diversity of people • Promise to learn • Get on the balcony • And if you are a woman, lean in……
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Teams
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Physician know thyself
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The Cat Drawing Personality Test
• Get a blank piece of paper , draw a picture of a whole cat on it, not just the head , just a basic drawing though , don't spend too long on it
• DRAW THE CAT BEFORE YOU GO ON
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The Cat Drawing Personality Test
• If the cat is drawn to the top of the paper , you are positive and optimistic
• Toward the bottom, you are pessimistic , and have a tendency to behave negatively
• Facing left, you believe in tradition, are friendly, and remember dates (birthdays etc.)
• Facing right , you are innovative and active , but don't have a strong sense of family , nor do you always remember dates
• Facing front (looking at you ), you are direct, enjoy playing devil's advocate and neither fear nor avoid discussions
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The Cat Drawing Personality Test
• With lots of details , you are analytical, cautious , and distrustful
• With few details, you are emotional and naive , you care little for details and are a risk taker
• With less than 4 legs showing , you are insecure or are living through a
period of major change
• With 4 legs showing , you are secure, stubborn, and stick to your ideals
• If you have drawn more than 4 legs , you are stupid
• The size of the ears indicates how good a listener you are. The bigger the better
• The length of the tail indicates the quality of your sex life, and once again
the longer, the better
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Physician know thyself
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Developing people
• We have the skills!
• Staff
• Students
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Change….
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Change - content
• Stages of organisational development
• Courageous conversations
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Stages of organisational development- one model
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One model Courtship -the initial development or creation of the proposition/model/business/formation/etc
Infancy -after launch - start of active trading
Go-go -frantic energetic early growth and sometimes chaos
Adolescence -still developing but more established and defined
Prime -the business or organisation at its fittest, healthiest and most competitive, popular and profitable)
Stability -still effective, popular, can still be very profitable, but beginning to lose leading edge - vulnerability creeping in
maybe)
Aristocracy -strong by virtue of market presence and consolidated accumulated successes, but slow and unexciting,
definitely losing market share to competitors and new technologies, trends, etc
Recrimination -doubts, problems, threats and internal issues overshadow the original purposes)
Bureaucracy -inward-focused administration, cumbersome, seeking exit or divestment, many operating and marketing
challenge
Death -closure, sell-off, bankruptcy, bought for asset value or customer-base only)
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Dealing with difficult colleagues Courageous Conversations™
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Expectations
• Communicate effectively • Lead within a team • Address team working
challenges • Collaborate with colleagues to
seek solutions • Analyse performance and give
feedback • Provide guidance and direction
for others
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9 out of 10 managers do not address poor performance effectively
• 70% unable or unwilling to address underperformance
• 20% unable to have the conversation without using an aggressive style
• Only 10% are actually having conversations with a purpose and style that works
Courageous Conversations™
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Barriers
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• Think of someone you need to have a conversation with
• What is the problem?
• What would you like to say to them?
• What stops you from saying it?
• Make a CLEAR plan
Reflection
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C ontext What is the situation you are dealing with?
L anguage Pre-plan what you intend to say
E xecution The one minute conversation
A ftermath Dealing with the emotional fall out
R efocus Agree expectations and action plans
CLEAR plan
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• Name the issue
• Give example(s)
• State the consequences/benefits
• Confirm aim is to resolve
• Ask them to respond
The introduction
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Conclusions
• We are lucky
• Its no longer the dark side - it’s our side.
• Think
• Listen to the quietest voices
• Go see and assess
Be the person you really are. Leadership is very personal and one of the
things that people sniff out more than anything else is reality. Leaders who
are not sincere get found out very quickly
Justin King CEO J Sainsbury