Leadership in Management

1

• Leadership in Management
• For
• Emergency Medicine Chief Residents

2

• Question Why be a leader?
• Answer To accomplish something
• you would not be able to
• do without help

3

• Question What is leadership?
• Answer Websters Dictionary says its
• the ability to lead .
• Book authors say its
• the combination of qualities
• that causes people to follow
  
• someone .

4

Qualities of Leadership (John Maxwell)

• Character Passion
• Charisma Positive Attitude
• Commitment Problem Solving
• Communication Relationships
• Competence Responsibility
• Courage Security
• Discernment Self-Discipline
• Focus Servanthood
• Generosity Teachability
• Initiative Vision
• Listening

5

Qualities of Leadership (John Maxwell)

6

Leaders Serve Others

• See the Future
• Engage and Develop Others
• Reinvent Continuously
• Value Results and Relationships
• Embody Values

7

LeadersSee the Future

• You cant lead people anywhere if you
• dont have a destination in mind.
• -Anonymous
• A vision is a doable dream derived from
• experience, knowledge and imagination.
• -John Maxwell

8

LeadersSee the Future

• A vision is a doable dream derived from
• experience, knowledge and imagination.
• -John Maxwell

9
Create a Vision for your Life

• Careers in Emergency Medicine involve
• - Patient care
• - Teaching (bedside and didactic)
• - Administration
• - Service
• - Research

10
LeadersSee the Future-Suggestions-

• 1. Clarify your role as the departments chief
  resident in helping the department realize its
• mission.
• 2. Use the coming year to
• - develop a vision for your own career and
  life.
• - develop your leadership skills.

11
LeadersEngage Others

• If you think you are leading,
• but no one is following,
• you are just taking a walk.
• - Leadership Proverb

12

• Question What is charisma?
• Answer Websters Dictionary says
• its a personal magnetism
  
• that enables an individual to
• attract or influence people.

13

• Charismatic People
• 1. Love life
• 2. Like people
• 3. Give people hope
• 4. Share themselves

14

• Roadblocks to Developing Charisma
• 1. Pride
• 2. Insecurity
• 3. Moodiness
• 4. Perfectionism
• 5. Cynicism

15
How can you become more charismatic ?

Be more concerned about making others feel
good about themselves than you are
in making them feel good about
you.
Perle
Mesta
16
LeadersDevelop Others

• Mentorship - A dynamic reciprocal
• relationship between an advanced
• person (the mentor) and a junior
• person (the protégé) aimed at
• fostering the development of both
• individuals.

17

• A Mentor is a
• 1. Role Model
• 2. Teacher
• 3. Counselor
• 4. Advocate
• 5. Facilitator

18

• Studies Show That Mentorship
• 1. Improves self-confidence
• 2. Influences goal setting
• 3. Improves coping skills
• 4. Enhances goal attainment

19
LeadersEngage and Develop Others- Suggestions -

• 1. Meet with the program director and
  the
• department chair to determine their
  needs
• and desires.
• 2. Talk with the residents to determine
  their
• needs and desires.
• 3. Find a mentor to help you determine how
  
• to balance the two.
• 4. Identify resident leaders to assist
  you.
• 5. Become a mentor for at least one
  person.

20
LeadersReinvent ContinuouslySuggestions

• 1. Look for trouble.
• 2. Discuss the problems you identify with the
  appropriate faculty members.
• 3. Develop a problem-solving method.

21
TEACH Approach to Problem Solving

• Time Spend the time necessary to
  understand the issue
• Exposure Find out what others have
  done to address similar issues
• ( 08crf_at_lists.saem.org )
• Assistance Gather the necessary players
  together
• Creativity Brainstorm possible win-win
  solutions
• Hit It Implement the best solution

22
What if the problem is a person ?
23
Dealing with People ProblemsAn Approach

• 1. Get your facts straight
• - What specific behavior is involved?
• - What trait is associated with the
  behavior?
• 2. Consider first discussing the issue with
  your Residency
• Director or mentor.
• 3. Meet with the individual
• - Discuss the behavior.
• - Consider their responseis there
  something you
• can do to help them address
  identified issues?
• - Clarify the behavior that is needed and
  expected and
• get a commitment from the person to
  try to address
• the issue.

24
Qualities of a Team Player- John Maxwell -

• Adaptable
• Collaborative
• Committed
• Communicative
• Competent
• Dependable
• Disciplined
• Enlarging
• Enthusiastic

• Intentional
• Mission Conscious
• Prepared
• Relational
• Self-Improving
• Selfless
• Solution Oriented
• Tenacious

25

Leaders Serve Others

• See the Future
• Engage and Develop Others
• Reinvent Continuously
• Value Results and Relationships
• Embody Values

26

• Needed to Get
• Relationships Results
• Needed to Sustain

27
Point 1 No two people are alike

• I have seen competent leaders who stood in
  front of a platoon and all they saw was a
  platoon. Great leaders stand in front of a
  platoon and see 44 individuals, each of whom has
  aspirations, each of whom wants to live, each of
  whom wants to do good.
• - General Norman
  Schwarzkopf

28
Point 2- People are similar in many ways

• The principle causes of unrest among
  workers, regardless of the industries surveyed,
  are
• - Failure to ask employees their
  opinions
• - Failure to give credit for
  suggestions
• - Failure to encourage
• - Giving criticism in front of others
• - Failure inform employees of their
  progress
• - Failure address grievances
• - Playing favoritism

29
MotivationThe Value of Encouragement

• It is a fact of life that people spend the
  most time doing what they believe will benefit
  them most.
• As a leader, you dont get what you wish for,
  hope for, ask for or beg foryou get what you
  encourage by rewarding.
• 
  John Maxwell

30
Qualities That Should Be Rewarded

• - Positive attitude
• - Loyalty
• - Personal growth
• - Applied creativity
• - Decisive action
• - Results

31
Qualities That Should Be Rewarded

• - Positive attitude
• - Loyalty
• - Personal growth
• - Applied creativity
• - Decisive action
• - Results

32
Ways Of Rewarding Good Work

• - Money or gifts
• - Recognition
• - Time off
• - Assigning favorite work
• - Increased autonomy
• - Personal growth opportunities
• - Professional advancement
• - Special time together

33

Leaders Serve Others

• See the Future
• Engage and Develop Others
• Reinvent Continuously
• Value Results and Relationships
• Embody Values

34
LeadersEmbody Values

• Leaders are successful, over the long run,
• when they inspire trust.
• Leaders are trusted, over the long run, to
• the extent that they exhibit the values they
• profess.

35

• Question What should be your
• leadership goal during your
• chief resident year?
• Answer To begin the transition from
• someone who leads by
• position to one who leads
• through relationships

36
Successful Positional Leaders

• 1. Know their organizations history and mission
• 2. Know their role within the organization
• 3. Are team players
• 4. Accept responsibility
• 5. Do their jobs with consistent excellence
• 6. Do more than is expected of them
• 7. Offer creative ideas for change and
  improvement

37
Those Who Lead Through Relationships

• 1. Possess a genuine love for people
• 2. See through other peoples eyes
• 3. Negotiate win-win solutions to problems
• 4. Place people above policies and procedures
• 5. Deal wisely with difficult people
• 6. Make those who work with them more
  successful

38
A Final Thought

• 100 people over 95 years of age were once asked
• If you could live your life over, what would you
• do differently?
• Their most common answers were
• 1. Reflect more
• 2. Risk more
• 3. Do more things that would live on after
  them