knowledge, skills, and tools for future oriented leaders r. kevin grigsby senior director,...

Knowledge, Skills, and Tools for Future Oriented Leaders

R. Kevin GrigsbySenior Director, Leadership & Talent Development

Thursday September 8, 2011

In this presentation, you will learn about:

•Several areas of leadership knowledge that are critical for success

•Tools to enhance performance as a leader

• The importance of being oriented toward the future

• Three tools to enhance communication

• The basics of personnel (or “talent”) management

Objectives

• Organizational integrity, values, and ethics

• Legal issues

• Organizational behavior

What Leaders Need to Know

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• Human resources*

• Communication*

• Finance*

• “Leadership Tools”

* Identified as critical needs by interim leaders

What Leaders Need to Know

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Enhancing Organizational Performance

Integrity Is Honoring Your WordWhenever you will not be keeping your word, just as soon as you become aware that you will not be keeping your word (including not keeping your word on time) telling everyone impacted:

Zaffron S, Logan D. The three laws of performance: rewriting the future of your organization and your life. Jossey-Bass, 2009

Tell Others -a. that you will not be keeping your word, and

b. that you will keep that word in the future, and by when, or, that you won’t be keeping that word at all, and

c. what you will do to deal with the impact on others of the failure to keep your word (or to keep it on time).

Zaffron S, Logan D. The three laws of performance: rewriting the future of your organization and your life. Jossey-Bass, 2009.

A pre-condition for success

Not a virtue or something pursued – it must exist in for organization to reach its full potential

Must honor the word of the organization:

Does what it says it will do

Lives as it holds itself out to be to others

Lives as it holds itself out to be to itself

If commitment can not be kept:

Tells others as soon as known

Commits to what it will do in place

Cleans up any mess created

Organizational Integrity

What is authenticity?

Authenticity is being and acting consistent with who you hold yourself out to be for others, and who you hold yourself to be for yourself


Authenticity is another one of the foundational elements of being a good leader


The path to authenticity is beingauthentic about your in-authenticities.

Commitment to something bigger than oneself

• Commitment to self above all else places organizations in jeopardy

• Commitment to self creates risk at the expense of the organization

Third foundational element:

1. Integrity

2. Authenticity

3. Commitment to something larger than oneself

Zaffron S, Logan D. The three laws of performance. Jossey-Bass, 2009.

Three elements are necessary for organizational performance

1. For the next 2-3 minutes, think about your commitment (in the professional environment) to something bigger than yourself.

2. Write down the something.

3. Try to remember when you first made that commitment. Was is conscious/intentional?

4. Assess the degree to which you believe you demonstrate that commitment in your day to day work.

5. Share this information with someone seated near you.

Exercise

Orient Yourself to the Future

The dilemma

The skills and perspectives once desired of leaders in academic medicine are no longer sufficient . . .

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The current financial model in academic medicine and science is unsustainable.

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Leadership needs include:

Leaders equipped to lead in the face of these changes:

Greater ability to tolerate risk

Greater ability to tolerate ambiguity

An organizational culture reflective of a complex, adaptive system

Paying attention to organizational culture as much as we pay attention to strategy

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The Culture of Academic Medicine

What has been traditionally valued?• Individual accomplishment

• Autonomy

• Scholarship

• Expert-centered thinking/behavior

• Competition

• Focus on the specific

• High-achievement

• Hierarchy

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Future Oriented Leaders

Leaders that are equipped to deal with:• a changed environment

• an emerging culture of academic medicine

Part of a new community of faculty focused on scholarship• It is critical that we not lose sight of the reason

we exist!

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Unifying Theme

Scholarship is the unifying theme in this new community

The organization’s mission – improving people’s lives through scholarship – is its most fundamental reason for existence.

• It becomes impossible NOT to be patient centered across the missions

• Traditionally, we have been institution centered

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The Demands of ScholarshipErnest Boyer* proposed a broad definition of scholarship –

• He went beyond emphasizing pure discovery to one that included integration, application, and teaching

Greater emphasis is now placed on clinical and translational science

• Less emphasis on basic science research

• Growing interest in implementation science

*Boyer EL. Scholarship Reconsidered. Princeton, NJ: Carnegie Foundation, 1990.

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Characteristics of Future Oriented Leaders1. Personal values align with organizational

values

2. Professional training is of the highest quality

3. Able to collaborate and work as a team member

4. Some degree of business savvy and/or entrepreneurial spirit

5. Understands clinical and translational research• Rewards demonstrated skill at interdependence

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Traditional Versus Future-Oriented Leaders

Traditional Future-oriented

Values Self oriented Aligned with organization

Demographics White male Diverse

Work orientation Individualistic Teamwork/collaboration

Career model Clinician or basic science Clinical/translational

Identity Identity from career Identity from family

Learning Knowledge centered Competence centered

Career path Tenure track Non tenure track

Demonstrates Independence Interdependence

Rewards Status; titles, income Balanced work/family life

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The Person

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A Changing Culture of Academic Medicine

Greater value will be placed on• collaboration

• transparency

• outcome/impact-focused orientation

• mutual accountability; mutual rewards

• team-based (patient care and science)

• service-oriented

• patient-centered

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Becoming a leader

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Talent management of future-oriented candidates

•Requires promoting scholarship at the same time as asking clinicians and scientists to maximize revenue, ensure efficient use of resources, and “right-size” the entire enterprise

•Organizational cultures must reward interdependence and support work-life balance

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Communication Tools

Make conversations EASY

Use the EASY model to engage others: licit information – “Tell me more”, “Go on . . .”

sk questions – “What led you to that conclusion?”, “How do you feel about that?”

tate the obvious – “Let me see if I have this right. You are saying . . .”

ou might be wrong in your interpretation – What is obvious to you – or to the other party – is not obvious to others.

Ask three questions of yourself:

1.Is this the right setting?

2.Am I the right person to offer the comments?

3.Do we have enough time to process the conversation?

Critical comments get results

Critical comments

Put it all together:

“I feel hurt when I am not assigned to the really fun projects. Would you please ask me about whether I might want to participate when you make work assignments?”

Critical comments

Use a solution-focused approach:

1.Keeps conversations away from whining.

2.Keeps teams away from the error of thinking that talking about something is the same as doing something – it’s not the same!

Avoid the knowing–doing gap

Remain solution-focused

The solution-focused model

When the other party offers criticism, but no proposed solution, prompt them by stating:

“I understand your comments and feel some of them are valid criticisms. But please tell me,

“What is your solution?”

Pfeffer J. & Sutton RI. The knowing-doing gap. Boston: Harvard Business Press, 2000.

Remain solution-focused

In small groups of 4-5 persons, script a response to the case. Be specific and explicit in what you plan to say. Be prepared to share your script with the other participants.

Exercise

In the clinic . . .You are the attending physician in a large, busy clinic. You have heard only good things about a medical student who has been assigned to rotate through your clinic. However, you have noticed a pattern of work left partially completed, arriving late, and falling asleep during breaks or staff meetings. This morning, an hour past the time the student was to report, you asked other students about his/her whereabouts. They report not knowing and appear to be very uneasy when asked about the missing student. As you are very busy, you go about your work. When the other students prepare to exit at the end of the day, s/he is not present. You ask again about her/him and no one says anything. The next morning s/he arrives on time, but says nothing about the prior day. How do you address this issue with the student?

In the clinic . . . It’s the beginning of a new year for students. Students have been assigned to work with you as the attending physician. After a few days, you notice one of the students has a pattern of dressing provocatively: bare midriff tops; miniskirts; low-cut blouses. Her performance has been acceptable, she has good social skills, and she is often first to volunteer to work on difficult assignments. However, you overhear several long term staff members making comments about her provocative dress. One staff nurse tells you she is uncomfortable and doesn’t want “to work around a streetwalker.”

1. Personnel Management

2. How to Fail as a New Leader

3. Time Management

4. Strategic Thinking

5. Cultural Responsiveness

Options for Today

Personnel Management Basics

You may find yourself in unfamiliar territory. . .

Most of you have little or no formal training in human resources

Good practice and good science are becoming more and more collaborative in nature

People are people in any work situation

On the job training is insufficient

• Too often learning is from mistakes alone!

Two basic issues

Employment laws, policies, and guidelines• Resource:

http://humanresources.about.com/library/blemploymentinfo.htm

Performance management• Resource

http://humanresources.about.com/library/blperformancemanagement.htm

Resources: about.com (accessed 8/15/11)

Laws, policies, guidelines

Impossible to know all of them, so try to know the basics

Court decisions have had major influence

Human Resources professionals are available to you

When in doubt, ask for assistance

Performance management

Appraisal

• Begins with interviewing in the hiring process

Evaluation

• Begins with the letter of appointment

Review

• Annually at a minimum

• Focus on past performance and future development

Everyone is not like you . . .Don’t let it surprise you

Everyone deserves equal treatment including a fair appraisal of performance

Can not point out a deficiency and expect a change

• You must motivate and coach them to improve performance

Some simple tips:Equity and truth are more effective than favoritism and flattery

Be specific with criticism and solution focused in your approach

Help others look good (and you will look good!)

Live the example

Develop a management philosophy of your ownHow do you communicate?

How do you use authority and power?

How do you respond to subordinates?

Do you (can you) manage or ameliorate conflict?

What to avoid?Use of profane language in the laboratory

Comments related to gender, sexual orientation, ethnicity, religious background

Talking about others unless business related and in a private setting

Revealing confidential information

Becoming romantically involved with subordinates or co-workers

Success factorsSupport for each other and a “can do” attitude

Communicate clear expectations and give meaningful feedback

Meet deadlines and fulfill objectives of projects

Meetings have purpose and lead to actions

More success factorsDeal effectively with challenges and problems (resolve or manage conflicts)

Be highly productive, but don’t sacrifice quality

Keep an enthusiastic, motivated team

Hire the best qualified and know how to create harmony in the group

Be respected by subordinates and superiors• Highly credibility throughout the organization

How to fail as leader in academic medicine and science

5 Ways New Leaders Fail . . .

1. Ignore the culture

2. Focus too much on quick wins

3. Stop listening; start squawking

4. Ignore conflict

5. Create a strategic plan that is not strategic and is not a plan

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Ignore the culture• What worked in one organization may not work

in another organization

• “Don’t just do something, stand there!” is an important consideration

• Advice: Have a formal assessment of the culture completed by a third party

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Focus too much on quick wins• One year budget cycles force this issue

• Gathering “low hanging fruit” will not contribute to solving the lurking, long-term, complex problems

• Advice: Balance the portfolio of short and long term investment

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Stop listening; start squawking• Anxiety leads to too much talking

• Lack of knowledge of what to do can lead to “talking all around the problem”

• Advice: God gave us two ears and one mouth – we should be listening twice as much as we talk

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Ignore conflict• You can not avoid conflict • You can oppress, repress, suppress it, BUT,

you are only postponing it• Advice: Don’t all prey to the enduring fantasy

(it’s not a delusion) that conflict will “just go away” if you ignore it

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Create strategic plans that are neither • Russell Ackoff and his group found only 15% of

strategic plans are implemented

• Most so-called strategic plans are statements of aspiration, not grounded in the reality of available resources

• Advice: Concentrate on strategic action rather than strategic planning and align strategy with resources

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Time Management

Something always needs to be done RIGHT NOW!

Sometimes called “putting out fires”

The Tyranny of the Urgent

Just when you get to the point of thinking you can do what you want to do –

Another urgent need for action appears in your path!

The Conspiracy of Interruption

Strategic Thinking

Graphic representations are often of games (chess, poker)

Other graphic representations are highly technical and jargon filled (engineers appear to love these!)

Strategy is needed

Uses the tools of management to assess program value

Helps to ascertain whether component parts of an overall strategy are working

Helps us to know when to stop investing in certain components

Strategic Management

Program Assessment

MissionValue

Performance

High/Low

Low/Low

High/High

Low/High

Peter Drucker is often associated with this concept

Process abandonment refers to understanding strategy as not only what we will do, but what we won’t do or what we won’t do anymore . . .

-

Sources:

Celebrating the Peter F. Drucker Centennial. Leader to Leader. Special Issue, Winter 2010.-Peter F. Drucker, On The Profession of Management (Boston, MA, Harvard Business School Press, 1998).-Peter F. Drucker, Managing in a Time of Great Change (New York, NY, Dutton, 1995).

Strategic Abandonment

Reactive planning is bottom-up planning that consists of identifying deficiencies in an organization's performance and removes or reduces them

Pre-active planning is top-down prediction and preparation for the future, not planning the future Itself

Interactive planning is directed at creating the future

Ackoff RL. A Brief Guide to Interactive Planning and Idealized Design. http://www.ida.liu.se/~steho/und/htdd01/AckoffGuidetoIdealizedRedesign.pdf

Interactive Planning and Idealized Design

Be Responsive to the Culture

ADDRESSING CultureA helpful mnemonic

Age/generational influences

Developmental and acquired Disabilities

Religion/spirituality

Ethnicity

Social economic status (SES)

Sexual orientation

Indigenous heritage

National origin

Gender

Executive Development Seminar for Associate Deans and Department Chairs October 8-12, 2010

Ackoff R. The corporate rain dance. The Wharton Magazine. Winter 1977: 36-41. Downloaded 9/8/10 from http://www.acasa.upenn.edu/RLAscan421.pdf

Ackoff RL. A Brief Guide to Interactive Planning and Idealized Design. http://www.ida.liu.se/~steho/und/htdd01/AckoffGuidetoIdealizedRedesign.pdf

Buckley PF, Grigsby, RK. A propitious moment in the midst of crisis: A case study of organizational change in an academic department. Academic Psychiatry . Forthcoming.

Drucker PF. On The Profession of Management. Harvard Business School Press, 1998

Drucker PF. Managing in a Time of Great Change. Dutton, 1995.

Fisher R, Ury WL, Patton B. Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, 1991.

Resources


Grigsby RK. Five ways to fail as a new leader in academic medicine. Academic Physician & Scientist, January 2010: 4-5.

Grigsby, R.K., Thorndyke, L. Recognizing and rewarding clinical scholarship. Academic Medicine. Academic Medicine 85: 127-131,2011.

Grigsby RK, Aber RC, Quillen DA. Commentary: Interim leadership of academic departments in AAMC schools. Academic Medicine 84(10):1328-1329, 2009.

Grigsby RK, Kirch DG. Faculty and staff teams: A tool for unifying the academic health center and improving mission performance. Academic Medicine 2006; 81(8):688-695.

Grigsby RK, Hefner DS., Souba WW., Kirch DG. The future-oriented department chair. Academic Medicine 2004; 79 (6):571-577.

Gunsalus CK. The college administrator’s survival guide. Harvard University Press, 2006.

Resources


Haley J. The art of being a failure as a therapist. J of Orthopsychiatry 1969;39:691-695.

Jacobson R. Leading For a Change: How To Master the Five Challenges Faced by Every Leader. Butterworth-Heinemann, 2000.

Katzenbach JR, Smith DK. The Wisdom of Teams. Harvard Business Press, 2002.

Kellerman B. Bad Leadership. Boston: Harvard Business School Press, 2004.

Kirch DG., Grigsby RK, Zolko W, Moskowitz J., Hefner DN., Souba WW, Carubia J., Baron SD. Reinventing the academic health center. Academic Medicine 2005; 80(11):980-989.

Lencioni P. The Five Dysfunctions of a Team. Jossey-Bass, 2002.

Mallon W, Grigsby RK, Barrett MD. Finding Top Talent: How to Search for Leaders in Academic Medicine. AAMC, 2009.

Pfeffer J, Sutton RI. The knowing-doing gap. Boston: Harvard Business Press, 2000.

Resources


Quillen DA, Aber RC, Grigsby RK. Interim department chairs in academic medicine. Am. J of Med.122(10):963-968, 2009.

Shell R. Bargaining for Advantage: Negotiation Strategies for Reasonable People, 2nd ed. Penguin Books, 2006.

Shevitz S. Jay Haley revisited: the art of being a failure as an administrator. Psychiatric Services. 51:1047-1048, 2000.

Stone D, Patton B, Heen S, Fisher R. Difficult Conversations: How to Discuss What Matters Most. Penguin Books, 2010.

Sutton RI. The No-Asshole Rule. Business Plus, 2007.

Tannen, D. Talking from 9 to 5: Women and Men at Work. Harper Collins Publishers,1994.

What is cultural competence. Family Resource Center Report, 14(3-4): 4, 1995-6.

Zaffron S, Davis T. The Three Laws of Organizational Performance: Rewriting the Future or Your Organization and Your Life. Jossey-Bass, 2009.

Resources

knowledge, skills, and tools for future oriented leaders r. kevin grigsby senior director,...

Documents

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