Using Your Strengths for Success Zada Cooper Gallop Press, NY, NY VIA Signature Strength Test ....

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Transcript of Using Your Strengths for Success Zada Cooper Gallop Press, NY, NY VIA Signature Strength Test ....

  • 5/20/2019

    1

    Using Your Strengths for

    Leadership and Success

    Jannet M. Carmichael, BS, PharmD, BCPS, FCCP FAPhA

    President, Pharm Consult NV LLC

    VISN 21 Pharmacy Executive, VA Sierra Pacific Network (retired)

    Goals and Objectives

    Describe a Personal Background of Relatedness Needed to Build Relationships

    Define and Recognize Strengths-based Leadership Benefits to Build Powerful Teams

    Discuss Leadership Styles and Gender Specific Leadership Impact

    Recommend Ideas for Leaders and Those Seeking to be Leaders

    Background of Relatedness (To Build Relationships)

     RELATEDNESS: Reciprocity of factors like trust and empathy between two or more individuals in a relationship.  Cultural, physical (age, gender), emotional, life experiences  Not just those things that appear on your CV or Bio  Relationship vs. Performance currency

     Early life in Iowa and at the University of Iowa  Early career in academia, U of Iowa, University of North Carolina,

    University of Nevada  VHA career, integrating family and professional involvement  Bucket list *

     Creating a demand for clinical pharmacy services  Provider status for pharmacists  Creating a framework for credentialing privileging for all practice

    sites * Carmichael, JM. Pharmacy’s bucket list: Lean In. Am J Health-Syst Pharm. 2013;70:1375-82

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    Pharmacists by Gender

     By the numbers  For the first time in history, pharmacy

    shifted from a male-dominated to a female-dominated profession

     The percentage of women in management positions increased from 37% in 2000 to 41% in 2004, women remain underrepresented in these positions.

     You will be working with both genders as their superiors and subordinates

    National Pharmacist Workforce Study. AACP, April 2015. https://www.aacp.org/sites/default/files/finalreportofthenationalpharmacistworkforcestudy2014.pdf

    Pharmacists by Race  In the 2003–04 academic year of

    Pharm.D. degrees conferred as the first professional degree by schools and colleges of pharmacy in the United States.

     60% white

     23% Asian Americans

     12% underrepresented minorities, including 7.7% for blacks, 3.7% Hispanics, and 0.4% for American Indians.

     You will be working with more diversity

    (AJHP 2007; 64:1311-9)

    Pharmacy School Enrollment

    Over the last 20 years pharmacy school enrollment and enrollment of women has increased.

    For the first time in 10 years we are seeing an actual decrease in pharmacy graduates

    2001 -- 7,000 graduates from 100 pharmacy schools 2007 -- 9,800 graduates from 100 pharmacy schools 2016 --14,556 graduates from 128 pharmacy schools 2018 -- 143 schools

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    Pharmacist by Practice Site Shift away from ‘Independent, Chain etc.’ to ’Hospital and Other Patient Care Practice’

    National Pharmacist Workforce Study. April 2015. https://www.aacp.org/sites/default/files/finalreportof thenationalpharmacistworkforcestudy2014.pdf

    Money May Not Be Enough

     More than 70% of pharmacist earn at least $120,000

     Half are paid as salaried and half work as hourly employees

     Hospital and Managed Care pharmacists tend to make more money

     There is a correlation between education and income (to a point)

     The number of pharmacists receiving bonuses, incentive pay or other profit-sharing reward continues to decline. Men tend to receive larger bonuses than women

     More than a quarter are dissatisfied in their current position  Job satisfaction metrics haven’t changed in the

    past few years but aren’t good.

    Salaries, Gender and Educational Level

    Annual Salary Survey Results: Money Isn’t Enough. Drug Topics. Vol 162, December 2018

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    Pharmacy has been called Egalitarian --Gender pay gap in pharmacy 87% (13% gap) --Gender pay gap In US 79% (21% gap)

    Things are a changing…..

     Accelerated technological and scientific growth

     Increased complexity of healthcare and organizations

    Globalization of business and intense competitive pressures

    Workforce diversity

    “Because as human beings, our greatness lies not so much in being able to remake the world……as being able to remake ourselves”

     Mahatma Gandhi

    “Never under estimate your power to change yourself; never over estimate your power to change others”

     H. Jackson Brown, Jr.

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    Global Leadership Forecast 2018 www.ddiworld.com/glf2018

    Integrates data from: 25,812 leaders in 2,488 organizations

    1,000 C-suite executives (in the next year)

    Invest in Leadership

     As a young pharmacist you must  Prepare yourself well; consider advanced degrees

    now  Find: Role Models, Mentors, Coaches and Sponsors Understand Leadership  Look for leadership opportunities early on and

    practice and develop your strengths  You will be working with others in the workplace

    More gender and racial diversity  Understand your passions, strengths, preferences and

    coping skills to excel in this environment Communication, Mindfulness, Resilience,

    Networking, Strengths Training, Other Skills  Approach your success with an understanding of

    your unique strength based leadership style

    Differences between Coach and Mentor

    Coach Mentor Task Oriented Relationship Oriented

    Short term Long term

    Performance Driven Development Driven

    Does not require design

    May require a matching process

    Immediate manager is a partner

    Manger not directly involved

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    ”From experiences of the past we learn instructive lessons for the future” JQ Adams

    How is Good Leadership Defined?

     What behaviors characterize effective leaders? What is “it”?  Leaders vary their behavior within boundaries of their style shaped by

    talent, strengths and preference  Usual organizational vs. emergency (may be the norm)

     Also depends on context  Societal values  Culture of the organizations  Nature of the task  Characteristics of the followers

     Is Leadership the same a Management Skills?  Communicate with others  Handle conflicts  Delegate tasks  Use their time efficiently  Analyze problems and reach sound and fair decisions

    Behaviors Associated in People’s Mind with Leadership

    Communal – Feminine ?

    Agentic – Masculine ?

    Affectionate Aggressive Helpful Ambitious Friendly Dominant Kind Self-confident Sympathetic Forceful Gentle Self-reliant Soft-spoken Individualistic View Women as Less Competent Lack Leadership Potential

    May initiate negotiations and self- select into competitive environments

    There may be a significant mix of these stereotypic behaviors in-between these extremes

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    Bias for Strength Based Leadership

    • Our culture tends to focus on weaknesses not strengths • Parents focus on F s not A s and students remediate • News focus is on bad news, not great news

    Negativity bias

    • To actively manage change, you first need to define the core problem and diagnosis a root cause • Anchoring - rely too heavily one piece of information • Negative

    Deficit-based change bias

    • Boss says “Jan, we need a meeting; I need to give you feedback (neutral)”

    • Leaders who are capable of triggering positive emotions (hope, optimism and resilience) achieve superior results

    Neutral bias

    • We underestimate the universe of strengths people have at their disposal and fail to develop them

    • The highest level of performance and accomplishment co- occurring with the highest levels of employee satisfaction are found where leaders take an interest in and support the employees’ ability to bring their strengths into play

    Underestimation bias

    Donald O. Clifton: The Father of Strengths-Based Psychology and Creator of the Clifton StrengthsFinder

    Strengths Based Leadership Equation

    Talent (an innate and natural way of thinking, feeling or acting – similar at 3, 26 or 66)

    X investment (the time you spend training, developing your skills and adding to your knowledge within the field)

    --- competency and knowledge level --- for every hour you spend on your

    weaknesses, spend three hours on your strengths --- the task of leadership is to create an

    alignment of strengths; making our weaknesses insignificant

    = strength

    Strength is an innate talent that we have invested time and energy in developing which we may use to create high performance for individuals and organizations.

    Your strengths are positive, they are your multiplier, magnifier, and represent you at your best.

    Hippe Brun P, Cooperrider D, Ejsing M. Strengths- based leadership handbook. 2016, Crown Custom Publishing, Brunswick, OH.

    Jan’s Strengths

    Strategic Maximizer Learner Futuristic Context Rath model – strength is treated as a combination of talent and effort

    What is the difference between strengths and preference? HBDI, DISC How have