Annual Meeting
Attributes of a Leader Activity No. 0217-0000-11-104-L04-P (Application-Based Activity) Wednesday, October 19 8:00 a.m.–noon Convention Center: Rooms 310 & 311
Part of the ACCP Academy Leadership and Management Certificate Program. For more information, visit the Web site at www.accp.com/academy.
Faculty: Robert E. Smith, Pharm.D. Professor and Head, Department of Pharmacy Practice, Harrison School of Pharmacy, Auburn University, Auburn, Alabama and Peter Hurd, Ph.D. Professor of Pharmacy Administration, Director of Pharmaceutical Sciences and Liberal Arts Division, Assistant Dean for Assessment, St. Louis College of Pharmacy, St. Louis, Missouri Faculty Conflict of Interest Disclosures Peter Hurd: no conflicts to disclose. Robert E. Smith: no conflicts to disclose. Learning Objectives
1. Describe the key concepts mentioned in the contemporary literature on the attributes of a leader. 2. Apply the attributes of successful leaders in your professional and personal life. 3. Develop action plans, based on program content, to use when participants return home. 4. Align actions that lead to an organization’s continued success with those that promote the
continued personal success of a leader. 5. Compare and contrast the leadership attributes of humility and ego.
Self-Assessment Questions Self-assessment questions are available online at www.accp.com/am
Attributes of Leader 1
ACCP Annual MeetingPittsburgh, PennsylvaniaWednesday, October 19, 2011
Review the attributes of leaders as described in the contemporary literature,
Motivate and inspire participants to see l f l d h b happlications of leadership attributes in their
own professional and personal lives, and Perhaps provide participants with a few pearls to use when they return home.
You retire from being the leader of a hospital Department of Pharmacy after 25 years. What would you like the people to say about
h ldyou at your retirement party? What would you want them to say about your leadership ability?
Seven Habits of Highly Effective People Personal & Interpersonal Leadership
Concept of Self‐Deception and “The Box” Collins’ “Good to Great” & “Built to Last” Collins Good to Great & Built to Last Principles of life and work Principles and techniques for effective teams Ethical decision making 4‐Frames concept of Bolman & Deal Warren Bennis’ criteria for becoming a leader Servant Leadership/Emotional Intelligence
2011 ACCP Annual Meeting
Attributes of Leader 2
The premise and research behind the book
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
The CompaniesAbbott UpjohnCircuit City SiloKroger A&PgNucor Bethlehem SteelPhilip Morris R. J. ReynoldsWalgreens EckerdWells Fargo Bank of AmericaPlus 4 other pairs
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Disciplined People Level 5 Leadership First who…..Then What
Disciplined ThoughtDisciplined Thought Confront the Brutal Facts Hedgehog Concept
Disciplined Action Culture of Discipline Technology Accelerators
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Level V Leadership
Humility
Tremendous work ethic; desire to get things done, “Just Do It!”
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Exercise
What does it mean to be humble?
True humility is intelligent self‐respect which keeps us from thinking too highly or too meanly of ourselves. It makes us
d b i di h f hmodest by reminding us how far we have come short of what we can be. Ralph Sockman
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Attributes of Leader 3
Is ego both an asset and a liability?
Will losing control of our ego cause us to be ffless effective?
What does ego have to do with humility and strong disciplined will?
Describe a situation when you were unable to manage ego and it managed you.
GO EGOEGO EGO
YOU
If ego isn’t managed effectively, it becomes a weakness, but usually not a 180 opposite….it changes our strengths into disguised weaknesses.
Example: the strength of being optimistic Positive attribute: Optimistic
Disguised flaw: Unrealistic
http://www.egonomicsbook.com
Positive strength vs disguised flaw
Charismatic vs manipulative
Assertive vs pushy
Directive vs dictatorial
Diplomatic vs political
Self‐confident vs self‐absorbed
Decisive vs hasty
Trusting vs naive
HUMILITYEgo empty HUMILITY Egotistical
Lack of confidence intelligent OverconfidentLow self‐esteem self‐respect Arrogant
genuine Pridefulconfidence
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Being comparative
Being defensiveg
Showcasing brilliance
Seeking acceptance
Defensiveness Proving our caseProving our case
Defending our Making excusespoint of view Finding fault with
othersBecoming angryDenying wrong doing
Surge of Ego
Showcasing BrillianceBeing Dominate a conversation
llBrilliant Grandstand how much we
knowUse “I” or “my” in conversation
or talksUse impressive language
Ego Promote ourselves
Listen superficially
First we, then me
I’m brilliant, but I am not (DUALITY)
One more thing (CONSTRUCTIVE DISCONTENT)
Discuss the following statement:
The less we focus on our needs first, the lik l d ill bmore likely our needs will be met.
Suspending your needs and meeting the needs of the customer, patient or client advances the progress of the company and
h f l k lyou therefore are more likely to meet your needs. OR
Seek to serve others first and you will meet your own needs, i.e., professional success, happiness, etc.
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Attributes of Leader 5
MY vsOUR
School/department
Budget
Staff/faculty/pharmacists
Building/resources
I vsWE
Accomplished a certain task
First we, then me
I’m brilliant, but I am not (DUALITY)
One more thing (CONSTRUCTIVE DISCONTENT)
Accomplished Unfinished Strong Weak Talented Average Talented Average Capable Yet incomplete Special Better than no one Knowledgeable Ignorant Often right Often Wrong Deserves respect No more than another
First we, then me
I’m brilliant, but I am not (DUALITY)
One more thing (CONSTRUCTIVE DISCONTENT)
“Finished” vs “More development to do”
Niceness Intense Discussions Violence
How does humility among group members lead to fierce, passionate, hard, powerful, strong and intense discussion without resulting in aggression, fighting, hostility, cruelty or violence?
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Attributes of Leader 6
Foolish is the person who takes offense when none was intended. More foolish is the one who takes offense when it was intended who takes offense when it was intended.
annonymous
Disciplined People First who…..then what
When in doubt don’t hire keep looking When in doubt, don t hire…keep looking
When you need to change people….ACT.
Put best people in biggest opportunities. not biggest problems
The RIGHT people are you most important asset.
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Disciplined thought Confront the Brutal Facts
Create a culture where the truth is heard
Face the realities of each adversity head‐on
Have the faith that you will prevail in the end
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Disciplined Thought The “Hedgehog” Concept
What are we passionate about? What are we passionate about?
What can we be best in the world at?
What drives our economic engine?
Disciplined Action Disciplined people who take disciplined action consistent with the three circles
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Disciplined Action Technology accelerators Technology is used as an accelerator of momentum
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
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Attributes of Leader 7
The Flywheel ConceptSustainable change follows a consistent pattern of buildup and breakthrough.
Collins, JC, Good to Great, (New York, NY: HarperCollins Publishers, 2001).
Technical competence
People skills
Conceptual Skills (Imagination/creativity/vision)
Judgment and taste
Character (trust)
Bennis, W. On Becoming a Leader (Reading, MA: Addison‐Wesley Publishers, 1989).
Some thoughts on Harry Truman’s life…… Self‐awareness
Self‐regulation
Moti ation Motivation
Empathy
Social skill
Goleman, D, Emotional Intelligence (New York, NY: Bantam Books, 1995).
Emotional Intelligence Reverence for Others(Self‐knowledge, self‐control, (I‐it) vs. (I‐You/Thou)Motivation, empathy, social skills)
Low Esteen Humility Pride/Arrogance
Abundance Mentality
Intrinsic sense of self‐esteem
Accomplishing goals consistent with value systemPLUS
Seven sources of intrinsic securityCharacter
Rich private lifeFamilyNatureService
EducationSharpen the Saw
Leaders focus on their strengths
They minimize their weaknesses
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Attributes of Leader 8
Sense of urgency
Building guiding team
Empowerment
Short –term wins
Vision/strategy
Selling the vision
Don’t let up
Put the change into the culture
Kotter, JP, Leading Change (Boston: Harvard Business School Press, 1996).
Leaders see others as PEOPLE and not OBJECTS
PEOPLE have cares, concerns, wants, desires, aspirations, needs, passions, strengths, weaknesses, goals, families, etc. just like I do. They are as real to me as I am to myself.
Leaders Have Vision “For most entrepreneurs, certainly for me, the primary pull is the VISION. You are simply
passionately compelled to make it come about. I think that a compelling vision combined with a
unique ability to manage risk is the magic behind successful entrepreneurs. It’s as if you already handled the risk ahead of time in your mind, so you can go where angels fear to tread, because you’ve already skipped ahead to the gain.”
Larry Wilson
They build a vision with the help of others
How well do you know your followers’ aspirations?
Your leader’s aspirations?
Develop other leaders within the organization
l h Develop their successor
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Attributes of Leader 9
Leaders learn from failure as well as success
They learn from others’ failures and successes
Leaders think win‐win…. it is in their way of being.
f f They always strive for mutual benefit
Leaders are oriented towards service Personal Sacrifice:
We vs. I
Have a healthy sense of their importance to their associates…..
h f You are the CEO of your group.
Do I make a difference in my group?
Do I maintain the quality of humility?
Leaders are teachers
Abraham Lincoln
Personal experience
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Attributes of Leader 10
Leaders face reality.
Ask for honest feedback; be optimistic even f fin the face of bad news.
Until one is committed there is hesitancy, the chance
Leaders demonstrate commitment…………
to draw back, always ineffectiveness. Concerning all acts of initiative and creation there is one elemental truth, the ignorance of which kills countless ideas and
splendid plans;
The moment one definitely commits oneself, then providence moves too.
All sorts of things occur to help one that would otherwise never have occurred. A whole stream of events issues from the decision,
raising in one’s favor all manner of unforeseen raising in one s favor all manner of unforeseen incidents and meetings and material
assistance, which no man could have dreamed would have come his way. WN Murray
From: Jaworski, J, Synchronicity (San Francisco: Berrett‐Koehler Publishers, 1998).
Leadership is relationships
Leadership requires you to be personal“Leadership is a relationship between those who aspire to lead and those who choose to f llfollow.” J. Kouzes and B. Posner
How close do you get to your followers?
Should there be an “invisible barrier” between you and your associates?
Do you know…..
Where he/she is from?
Anything about her/his family?
What she/he likes to do when they are not working?
What he/she stands for or believes in?
Anything about his/her dreams, hopes, talents and expectations.
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Attributes of Leader 11
Appreciate the members of their group
MBWA
K. Benedict Story
“No matter what you accomplish, someone helps you.”
Leaders should want to be liked
Does the following statement make sense? f“I don’t care whether or not my followers like
me.”
Is this statement true. “In a leadership position, not everyone is going to like you.”
What does love have to do with leadership?
Patience
Kindness
Honesty
Humility
Forgiveness
Respectfulness
Selflessness
Leaders need to be empathic listeners
Leaders look to synergistic outcomes
They “champion differences”
They thrive on contested discussions
Leaders must be trustworthy to instill trust between them and their associates.
h hTrustworthiness = character + competence
Trust = trustworthiness + positive relationships
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Attributes of Leader 12
Leaders empower their followers
They do not micromanage
Leaders have self‐knowledge
Leadership begins with developing self; it begins with discovering who you are and letting others know.
Leaders look to the future
The concept of “enough”
They should have:
A broad and continuing education
Extensive travel
A rich private life
Key associations with mentors or groups
1. Personal Integrity
2. A Rich Private Life
3. Nature
4. Education
5. Service
6. Family
7. Sharpening the Saw
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Attributes of Leader 13
Attributes of a LeaderAttributes of a Leader
Part of the ACCP Academy Leadership Part of the ACCP Academy Leadership and Management Certificate Programand Management Certificate Program
Wednesday, October 19, 2011Wednesday, October 19, 2011
Background and HistoryBackground and History
How Leaders Continue the How Leaders Continue the Success of Their OrganizationSuccess of Their OrganizationTodayToday In Five YearsIn Five Years
How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• 5 Year successes 5 Year successes –– what would you what would you measuremeasure
•• What would your organization look likeWhat would your organization look likeWhat would your organization look like What would your organization look like then? What would people be doing? then? What would people be doing? What would you hear in the meeting What would you hear in the meeting rooms?rooms?
•• Visualize future successVisualize future success
Write something down firstWrite something down first
•• Share what you wrote Share what you wrote with someone next to with someone next to you.you.T lk ith th fT lk ith th f•• Talk with the group of Talk with the group of people around you.people around you.
How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• Develop the strengths of those around Develop the strengths of those around themthem
•• Create a vision/mission/plan that is Create a vision/mission/plan that is d d i h hd d i h hgrounded in these strengthsgrounded in these strengths
•• Reward behavior aligned with the Reward behavior aligned with the vision/mission/planvision/mission/plan
•• CelebrateCelebrate•• Continually improve qualityContinually improve quality
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Attributes of Leader 14
Strength, vision, reward, celebrate, Strength, vision, reward, celebrate, improve qualityimprove quality00--00
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I’d like to challenge you to think I’d like to challenge you to think about things differently than you about things differently than you
do right now.do right now.
Looking at things from different perspectivesLooking at things from different perspectivesLooking at things from different perspectives Looking at things from different perspectives and viewpoints can lead to creative and viewpoints can lead to creative
changes.changes.
StrengthsStrengths How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• Develop the strengths of those around Develop the strengths of those around themthem–– See people in a more positive light then they See people in a more positive light then they p p p g yp p p g y
see themselves. Exaggerate their strengths.see themselves. Exaggerate their strengths.–– Avoid fixing weaknesses. Or, recast them as Avoid fixing weaknesses. Or, recast them as
strengths and build on the strengths.strengths and build on the strengths.–– Hire (and fire) on strengths based on past Hire (and fire) on strengths based on past
behaviorbehavior
Create a vision/mission/planCreate a vision/mission/plan How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• Create a vision/mission/shared values/plan that Create a vision/mission/shared values/plan that is grounded in these strengthsis grounded in these strengths–– Encourage development in line with the mission Encourage development in line with the mission
I t th / /I t th / / / i t i d/ i t i d–– Incorporate the v/m/Incorporate the v/m/svsv/p into reviews, rewards, /p into reviews, rewards, committee charges, and the culture of the committee charges, and the culture of the organization (this can be at the dept. level)organization (this can be at the dept. level)
–– Review and revise regularly Review and revise regularly –– leaders look toward the leaders look toward the future & outside into the environmental “stream”future & outside into the environmental “stream”
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Reward BehaviorReward Behavior How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• Reward behavior aligned with v/m/Reward behavior aligned with v/m/svsv/p /p –– Provide positive feedback about successes Provide positive feedback about successes
(avoid the negative (avoid the negative –– omission does send a omission does send a message)message)message)message)
–– Focus on the outcomes (not the process, Focus on the outcomes (not the process, steps)steps)
–– Create an environment where it is safe Create an environment where it is safe enough to make mistakes enough to make mistakes
–– Create significance in what each person doesCreate significance in what each person does
CelebrateCelebrate How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• CelebrateCelebrate–– Do things and document them and celebrateDo things and document them and celebrate–– Repeat: do thingsRepeat: do thingsp gp g–– Many people and many timesMany people and many times–– Sends a message of what is valuedSends a message of what is valued–– Positive reinforcement (behaviors & values)Positive reinforcement (behaviors & values)–– Helps build the social fabric of the Helps build the social fabric of the
organizationorganization
Continually Improve Quality Continually Improve Quality How Leaders Continue the Success How Leaders Continue the Success of Their Organizationof Their Organization
•• Continually improve qualityContinually improve quality–– Avoid the idea of “inspection” (Deming)Avoid the idea of “inspection” (Deming)–– Identify fixes to the system and look for Identify fixes to the system and look for y yy y
behaviors that the system is creating (+/behaviors that the system is creating (+/--))–– Include everyone in the quest for improved Include everyone in the quest for improved
qualityquality–– Measure when needed, but cease when no Measure when needed, but cease when no
longer usefullonger useful
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Four Basic NeedsFour Basic Needs
•• RathRath and Conchie and Conchie -- found that the four found that the four basic needs of followers are trust, basic needs of followers are trust, compassion, stability, and hopecompassion, stability, and hope
•• Do you have a story of how a leader Do you have a story of how a leader demonstrated this?demonstrated this?
•• (you can “trust” a leader with undesirable (you can “trust” a leader with undesirable traits to be that way in the future; traits to be that way in the future; overlaps with “stability” overlaps with “stability” –– not theory of not theory of the month the month –– and a hope for and a hope for the future)the future)
QuestionsQuestions--CommentsComments--InsightsInsights
What questions do you have?What questions do you have?
Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?
Insights that would apply to the Insights that would apply to the workshop?workshop?
The Attributes of a Leader The Attributes of a Leader
Part of the ACCP Academy Leadership Part of the ACCP Academy Leadership and Management Certificate Programand Management Certificate Program
Wednesday, October 19, 2011Wednesday, October 19, 2011
How Leaders Maintain Competency How Leaders Maintain Competency and Characterand Character Competence & CharacterCompetence & Character
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How Leaders Continue Their How Leaders Continue Their PersonalPersonal SuccessSuccess
•• 5 Year successes 5 Year successes –– what would you what would you measuremeasure
•• What would you look like then? WhatWhat would you look like then? WhatWhat would you look like then? What What would you look like then? What would the people around you be doing? would the people around you be doing? What would you hear people talking about What would you hear people talking about when they talked about you?when they talked about you?
Four Areas of ActivityFour Areas of ActivityLive, Love, Learn, LegacyLive, Love, Learn, Legacy
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• Set aside time to review the past, assess Set aside time to review the past, assess the present, and plan for the futurethe present, and plan for the future
•• PracticePracticePracticePractice•• Stop doing what you don’t like to doStop doing what you don’t like to do•• PersistPersist•• Be overly optimistic, positiveBe overly optimistic, positive
Time to review and planTime to review and plan
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• Set aside time to review the past, assess the Set aside time to review the past, assess the present, and plan for the futurepresent, and plan for the future–– If you lack time to look forward, then you are If you lack time to look forward, then you are
spending too much time in the management side ofspending too much time in the management side ofspending too much time in the management side of spending too much time in the management side of things.things.
–– If you are at a convention, but must constantly call to If you are at a convention, but must constantly call to check on things, why?check on things, why?
–– Leaders who focus on constant personal and workLeaders who focus on constant personal and work--related improvement tend to be successfulrelated improvement tend to be successful
Don’t miss the flowers …Don’t miss the flowers …
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Attributes of Leader 18
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• PracticePractice–– Practice in other organizations: church, Practice in other organizations: church,
boards, volunteer groups, sports, etc.boards, volunteer groups, sports, etc.–– Read, attending workshops, personal quality Read, attending workshops, personal quality
improvement in addition to that of the improvement in addition to that of the organizationorganization
–– Observe others and their successes, modeling Observe others and their successes, modeling is a powerful learning toolis a powerful learning tool
Stop doing what you don’t like Stop doing what you don’t like to do ….to do ….
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• Stop doing what you don’t like to doStop doing what you don’t like to do–– If this doesn’t work, rethink your current If this doesn’t work, rethink your current
choices.choices.I it bilit th t d t t th ?I it bilit th t d t t th ?–– Is it an ability that you need to strengthen? Is it an ability that you need to strengthen? Then practice and develop.Then practice and develop.
–– Can you work with others who are strong in Can you work with others who are strong in this area? Cooperate and delegate.this area? Cooperate and delegate.
–– Can you reframe this so that it will mesh with Can you reframe this so that it will mesh with your values?your values?
PersistPersist
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• PersistPersist–– Stick to your values Stick to your values –– as a compassas a compass–– Change naturally goes through periods of Change naturally goes through periods of g y g g pg y g g p
resistance and regression, both individually resistance and regression, both individually and in groups. Vand in groups. V--MM--SVSV--P is important.P is important.
–– What about “doing less”, saying “no”, and What about “doing less”, saying “no”, and keeping things “simple”keeping things “simple”
Be overly optimistic, positiveBe overly optimistic, positive
•• With yourselfWith yourself•• With othersWith others•• Believe in or be Believe in or be
dedicated to a causededicated to a cause•• Be amazed and avoid Be amazed and avoid
being cynicalbeing cynical•• And be humbleAnd be humble
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Attributes of Leader 19
How Leaders Continue Their How Leaders Continue Their Personal SuccessPersonal Success
•• Be overly optimistic, positiveBe overly optimistic, positive–– About the problems that you can solve. (Most About the problems that you can solve. (Most
things are done by a few people who are things are done by a few people who are committed to a change.)committed to a change.)
–– And, have a realistic picture of the And, have a realistic picture of the environment in which you operate and the environment in which you operate and the trends of the futuretrends of the future
QuestionsQuestions--CommentsComments--InsightsInsights
What questions do you have?What questions do you have?
Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?Comments that you would like to make?
Insights that would apply to the Insights that would apply to the workshop?workshop?
2011 ACCP Annual Meeting
Attributes of Leader 20
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