Leading Through Change: The Coordinator’s Role

Allison Jones Administrator for Surgical Education

MedStar Georgetown University Hospital

Acknolwedgements…

• Department of Surgery

• MedStar Leader as an Agent of Change training session and materials

• MedStar Health Organizational Effectiveness

Goals & Objectives

• Identify recent changes in GME

• Discuss strategies for implementing change

• Identify personal “change skill” strengths and areas for improvement

• Define personal change leadership style

Change is the only constant -Heraclitus, Greek Philosopher

• Competencies

• Program requirements

• Outcomes project

• Milestones

We have already made change!

We will make more change.

CHANGE ACTIVITY

• Choose a partner

• Stand facing your partner

• STUDY CAREFULLY

Immediate reactions

• How did the change make you feel?

• Puzzled?

• Self conscious?

• Angry?

• Annoyed?

• Did you want to quit?

• What did I do wrong?

• Purpose

• Vision

• Input

Kotter’s “Eight Steps of Change”

CHANGE

Create urgency

Form a team

Create a vision

Communicate

Empower others

Short-term

targets

Build

Create a new

culture

Phase 1: Create Urgency

This has already been done for us.

Phase 1: Form a Team

Program Director(s)

Chief Residents

Chair

CCC

DIO

GME

YOU!

Phase 2: Create a Vision

Determine your values

• Prioritize

• Strategize

Identify achievable targets

Phase 2: Communicate

Develop a communication strategy

• Multiple methods

• All stakeholders (faculty, residents, etc)

Be respectful, open and honest.

Phase 2: Empower others

Remove obstacles

• Create tools/guides

• Be available

Phase 3: Short-term Targets

Share your successes widely

• Check-in with your residents

• Announcements at faculty meetings

• Social media

Phase 3: Build

Do not claim victory too soon!

• Reassess

• Debrief

• Redevelop

Phase 3: Create a New Culture

Recognize – and CELEBRATE - changes to the status quo

Skills Activity

• PURPOSE: Identify strengths and areas for development

• RELEVANCE: Identify behaviors that help support the vision/change

• DIRECTIONS: Read each statement. Mark the response that best describes your typical behaviors in the past 6 months.

Who are you? Puzzle Master Remains knowledgeable about all the specific projects

underway and their global impacts

Communicator Conduit of information – communicates with stakeholders about What? How? and Why?

Liaison Provide information between teams including results and solutions from leadership and feedback from the “boots on the ground”

Advocate Actively demonstrates support for the change

Coach Supports stakeholders through the process of change

Resistance Manager

Identifies and manages resistance to change

Effective leaders have skill and style

Skill Style

Leadership Style

Relationship-based • Articulates the vision

• Motivates others

• Builds trust

• Clear and confident

• Helps every member of the team succeed

• Sensitive to feelings

• Involves others in decision-making

• Role models behaviors

Task-oriented • Focus on short-term

goals

• Dictates tasks

• Expects work without complaint

• More work-driven than relationship-driven

• Makes decisions and informs others

Style Activity

• PURPOSE: Identify your predominant style

• RELEVANCE: Identify behaviors that you want to keep and/or change

• DIRECTIONS: Read each statement. Mark the response that best describes your typical workday.

Lead with Skill and Style

The Four Quadrants of Change Leadership

Inspire followers

Build strong relationships

Create a stimulating

work environment

Be a role model

Choose one area of focus in each quadrant that you would like to improve.

These are your goals for self-improvement and professional development.

Never underestimate the power of

emotional intelligence

Dr. Pelligrini’s formula for successful leadership starts with this:

EI > IQ

Important takeaways

• Change is inevitable

• Different people react differently to change

• Teams work best to implement change

• We all have different skills and styles, and that’s OK!

• We all have room for improvement. Perfection is overrated.

Questions?