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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 schools2007 -- 9,800 graduates from 100 pharmacy schools2016 --14,556 graduates from 128 pharmacy schools2018 -- 143 schools

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Pharmacist by Practice SiteShift 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/finalreportofthenationalpharmacistworkforcestudy2014.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 in2,488 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 SponsorsUnderstand 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 environmentCommunication, 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 MentorTask 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 AggressiveHelpful AmbitiousFriendly DominantKind Self-confidentSympathetic ForcefulGentle Self-reliantSoft-spoken IndividualisticView Women as Less CompetentLack 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

StrategicMaximizerLearnerFuturisticContextRath model – strength is treated as a combination of talent and effort

What is the difference between strengths and preference? HBDI, DISCHow have I used knowing ‘others’ strengths?

RISE (Relationship, Influence, Strategic, Execute)

Rath, Tom. Strengths Finder 2.0. Gallop Press, NY, NY www.strenghtsfinder.comVIA Signature Strength Test www.authentichappiness.sas.upenn.edu

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Review Your Strengths (and your understanding) of what they mean with those sitting close to you

Select one strength and state how it helps you perform better

Benefits for Leaders and Organizations to Build on Strengths

Putting untapped talent to use throughout the organization Recruitment and retention of employees Improved individual performance Achievement of engagement Development of flexibility Improved teamwork A positive emphasis on differences Greater openness to change Better handling of dismissals and performance improvement Enhanced job satisfaction and achievement of individual

goals

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Leadership Styles – (Transactional)

Contingent Reward Leadership

Establish work standards, communicate these standards to their subordinates, and let them know the rewards they will receive if they perform favorably. •Establishes a series of contract with employees•Centers on followers immediate self interest and

effort for reward

Management-by-exception LeadershipTakes advantage of the power to reward/penalize subordinates based on the formal authority that goes with their position in the organization. •They identify errors and discipline workers for poor

performance.•Or identify errors and take no action

•Laissez-faire is most uniformly coordinated with negative outcomes

Leadership Style – Most Effective

•Stimulates subordinates to move beyond their own self-interests and work toward the interest of the group/organization as a whole

•Mentor and develop their subordinates, both on a professional and personal level

•Challenge their subordinates to do their best, and provide them with meaning and purpose

Transformational Leadership

•Be charismatic to their followers and serve a role models•Instill pride in their association with you

•Intellectually stimulate employees*•Encourage creative problem solving; apply innovative techniques

•Persuade employees to believe in the mission and attainability*•Inspirational and enthusiastic talk and optimism about the future

•Meet the emotional needs of their employees (individualization)*•Spend time developing, teaching and coaching

•* Noted more commonly among women leaders

These results are achieved by Leaders who

may:

Burke S, Collins K. Gender differences in leadership styles and management skills. Women in Management Review; 2001; 16:5 244-56.

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Proven Gender Behavior Difference

Women MenCollaborative/participatory AutocraticInterpersonally oriented Task-orientedMotivated by affiliation/relationships

Motivated by power

View advancement as trade-offs

View advancement as success

33

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Where are Women Still Disadvantaged?

• Gallup Poll question 1975-2006: ”If you were taking a new job and had a choice of a boss, would you prefer to work for a man or woman?”• Although dropping, respondents still prefer a

male boss; highest response is no-preference• This societal gender prejudice can limit access

to leadership roles and hiring• Even when families have paid help, decision makers often

assume that domestic responsibilities will make it inappropriate to promote women to demanding positions.

Societal gender

prejudice

•Women devote 19 hours per week to housework and men contribute 11 hours. While a huge improvement since 1965, it is still a major inequity

•Mothers and fathers are putting in more time providing child care. Married mothers increased their hours from 10.6 in 1965 to 12.9 in 2000; and married fathers increased from 2.6 to 6.5 hours per week

•* Life goals and outcomes that men and women associate with professional advancement may be different (societal)•Women view advancement as equally attainable, but less

desirable due to trade-offs, sacrifices, and compromise•Women themselves may be anxious about promotions

offered as presenting sacrifices or difficult trade-offs (negative outcomes to their core life goals)

•May prefer work-life integration (not balance) over promotion

•Know this will widen your “retirement gap” and “pay gap”

Demands of family

life*Gino F, Brooks AW. Explaining gender differences a the top. Sept 23, 2015, Harvard Business Review.

Great Leaders Execute Ideas

•Leaders are crystal clear about a few key goals they are trying to achieve and are zealous about defining success as from X to Y by when = Lag Goal

•Align with organizational goals and leadership

Focus on Goals and Measure

Results

•Leaders focus on high-leveraged behaviors that drive results by forming powerful teams with complementary strengths

•Focus on Lead Measures to meet your Lag Goal

Build Powerful Teams to Act on Lead Measures

Keep a Compelling Scoreboard

•Manage, account, review, plan, empowerCreate a

Cadence of AccountabilityMcChesney C, Covey S, Hulling J. The 4 Disciplines of Execution. Achieving your wildly important goals. Free Press, NY 2012

ASHP Women in Pharmacy Leadership Steering Committee:Recommendations for Those Seeking Leadership Roles

BeBe assertive in negotiating, designing, and applying work models that meet the needs of employers as well as individual professional and personal needs for work-life balance.

Identify Identify mentors and sponsors and nurture productive relationships.

Expand Expand a network of seasoned practitioners both male and female.

RecognizeRecognize that one’s career progression is a journey and that each transition entails a new level of commitment and dedication to work-life integration.

SeekSeek applicable education and training (e.g. advanced degrees, residency training, skills-based leadership) to support career trajectory.

DevelopDevelop a strategic career plan focused on personal skill development, and meet with senior leaders to voice aspirations.

ASHP Board of Directors approved in 2016

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ASHP Recommendations for Current Pharmacy Leaders

Share Share profiles, stories and recommendations of successful female pharmacy leaders with others.

Support Support the expansion of professional networks of emerging leaders.

Provide Provide specialized coaching and give feedback.

Make Make introductions of aspiring leaders with other influential leaders.

Encourage Encourage aspiring leaders to seek and take on visible, important, and complex roles and projects.

PromotePromote key factors that create positive career changes such as advance degrees and residency training among mentees.

Mentor and Sponsor

Mentor and Sponsor others, actively identify mentees and nurture those who would benefit from sponsorship, working together to create a personal development plan.

Global Leadership Forecast 2018 www.ddiworld.com/glf2018