Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf ·...
Transcript of Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf ·...
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Culture – The Leader’s Role
Career Development Workshop (Day 1) 8 AM to 9:30 AM
2017 AAPS National Biotechnology Conference San Diego, CAMay 1, 2017
_____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Culture – Relationship Building as a Leader
Career Development Workshop (Day 2)Same room.
8 AM to 9:30 AM2017 AAPS National Biotechnology Conference
San Diego, CAMay 2, 2017
_____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
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Culture – Showing Civility When Your Team Needs it Most
Career Development Workshop (Day 3)Same room
8 AM to 9:30 AM2017 AAPS National Biotechnology Conference
San Diego, CAMay 3, 2017
____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
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Leadership and Management Lunch ChatMay 1-3, 2017
11:30 AM–1:30 PMOpen to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown
table cloths
__________________________________________
Leadership and Management Meet-Up6:15 PM–7:00 PM
Marriott Grand Ballroom Foyer – look for the sign
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1. Leadership is critical to our organization’s success right now because…
2. If I could improve my leadership skills, I might…
3. If I lead more effectively, my people would…_____________________________________________
Group activity• Count off by 3…please remember your number. • Groups 1 – 3 proceed as directed.• Each group select a scribe – bring paper and pen_______________________________________
• Each group will have 5 minutes to finish the statement.
• After 5 minutes, each group will rotate clockwise to the next poster and have 5 minutes to finish that statement.
• Each group finish all 3 statements.
• Each group will select a spokesman to present (standing up) for 5 minutes to the larger group their top answers to their last poster statement. Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Understand how culture is created.
2. Recognize the behaviors you may unconsciously use to create a culture of fear, or a culture of trust.
3. Begin planning how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Understand how culture is created.
2. Recognize the behaviors you may unconsciously use to create a culture of fear, or a culture of trust.
3. Begin planning how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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How is team culture created?
Do not copy or reproduce without written permission of the author
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How is team culture created?
Culture is simply a collection of behaviors
Do not copy or reproduce without written permission of the author
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What impacts team culture more…
Do not copy or reproduce without written permission of the author
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What impacts team culture more…
Corporate policies and procedures?
Do not copy or reproduce without written permission of the author
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What impacts team culture more…
Corporate policies and procedures?
Behaviors of the team leader?
Do not copy or reproduce without written permission of the author
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What impacts team culture more…
Corporate policies and procedures?
Behaviors of the team leader?
Do not copy or reproduce without written permission of the author
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What impacts team culture more…
Corporate policies and procedures?
Behaviors of the team leader?
Why?
Do not copy or reproduce without written permission of the author
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How is team culture created?
Culture is simply a collection of behaviors
Do not copy or reproduce without written permission of the author
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How is team culture created?
Culture is simply a collection of behaviors
Key point: Behaviors of the team leader are emulated.
The team leader creates the team culture. Do not copy or reproduce without written permission of the author
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The team leader creates the team culture
Do not copy or reproduce without written permission of the author
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“Shackleton believed in optimism, lived it, selected the crew for it, talked about it, and praised crew members when they showed it. Optimism became the culture so that the men continued to keep their spirits up…”
- Shackleton’s Way
Do not copy or reproduce without written permission of the author
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Do not copy or reproduce without written permission of the author
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Do not copy or reproduce without written permission of the author
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The team leader sets the tone for the
entire team. - Cannon: Leadership Lessons of the Navy SEALS
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Understand how culture is created.
2. Recognize the behaviors you may unconsciously use to create a culture of fear, or a culture of trust.
3. Begin planning how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Institute of Medicine study circa 2000: To Err is Human
Do not copy or reproduce without written permission of the author
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Institute of Medicine study circa 2000: To Err is Human
Culture of fear versus culture of trust
Do not copy or reproduce without written permission of the author
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Institute of Medicine study circa 2000: To Err is Human
Culture of fear versus culture of trust
Do not copy or reproduce without written permission of the author
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Pharmaceutics, biopharmaceutics,pharmacy field of study
Culture of stagnation versus culture of innovation
Stagnation Innovation
Do not copy or reproduce without written permission of the author
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Pharmaceutics, biopharmaceutics,pharmacy field of study
Culture of stagnation versus culture of innovation
Stagnation Innovation
The “attrition rate” challenge…
Do not copy or reproduce without written permission of the author
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Pharmaceutics, biopharmaceutics,pharmacy field of study
Culture of stagnation versus culture of innovation
Stagnation Innovation
The “attrition rate” challenge…Candidates for new drug to treat a disease might
include 5000 to 10,000 chemical compounds*
*Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.
Do not copy or reproduce without written permission of the author
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Pharmaceutics, biopharmaceutics,pharmacy field of study
Culture of stagnation versus culture of innovation
Stagnation Innovation
The “attrition rate” challenge…Candidates for new drug to treat a disease might
include 5000 to 10,000 chemical compounds*
10 qualify for human testing*
*Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.
Do not copy or reproduce without written permission of the author
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Pharmaceutics, biopharmaceutics,pharmacy field of study
Culture of stagnation versus culture of innovation
Stagnation Innovation
The “attrition rate” challenge…Candidates for new drug to treat a disease might
include 5000 to 10,000 chemical compounds*
10 qualify for human testing*
1 will be approved for marketing***Stratmann, Dr. H.G. (September 2010). "Bad Medicine: When Medical Research Goes Wrong". Analog Science Fiction and Fact. (9): 20.**"Clinical Development Success Rates 2006-2015" (PDF). BIO Industry Analysis. June 2016.
Do not copy or reproduce without written permission of the author
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• Please no talking during this exercise• Everyone get a piece of paper and
something to write with• Your answer will be completely
anonymous• Any questions?
Group exercise:
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Do not copy or reproduce without written permission of the author
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Do not copy or reproduce without written permission of the author
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For the past 3 weeks your boss has greeted you like this…
Scenario:
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Thoughts?
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Do not copy or reproduce without written permission of the author
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Fear Trust
As a leader, which
interactions with your
staff impact trust?
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Fear Trust
All interactions impact trust.
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“To General Marshall he [Eisenhower] conceded…
…it has been a trifle difficult to keep up, in front of everybody, a proper attitude of optimism.
For now, the concealment of his anxieties was part of the art of leadership.”
- Atkinson, An Army at Dawn
General Eisenhower, 1942
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Coach Mike McCoy, 2017
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What single human muscle has had the most profound impact on history?
It takes 3 years to learn how to use it, but it takes a lifetime to learn when
and where to use it.
- Unknown
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What we know about
Great Leaders
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Do not copy or reproduce without written permission of the author
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Review (day 1) Culture – The Leader’s Role
1. How is team culture created?- Team leader – their behaviors are emulated- “The team leader sets the tone for the entire team”
2. Culture of trust (innovation) and culture of fear (stagnation)
3. All interactions impact culture- the level of trust is always (minute by minute) changing!
- body language - you’re being watched constantly- the tongue - everything you say is scrutinized
- “WAIT”
4. What did you find interesting? Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Understand how culture is created.
2. Recognize the behaviors you may unconsciously use to create a culture of fear, or a culture of trust.
3. Begin planning how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Personal action plan
Think of the hundreds of day to day interactions…and golden opportunities to increase trust!... you have with members of your team:• emails • phone calls • texts • passing one another in the hallway • meetings• social events • etc.
Take the next few minutes to write down and share with your partner:1) at least one area where you believe you have room for improvement
to increase the level of trust on your team and,2) why did you choose this area?
Do not copy or reproduce without written permission of the author
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Questions?
Feel free to contact me with questions.
To receive my free leadership pearl, go to www.broukerleadershipsolutions.com
…and click on blog subscription
_____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Leadership and Management Lunch ChatMay 1-3, 2017
11:30 AM–1:30 PMOpen to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown
table cloths
__________________________________________
Leadership and Management Meet-Up6:15 PM–7:00 PM
Marriott Grand Ballroom Foyer – look for the sign
Do not copy or reproduce without written permission of the author
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Enjoy your evening in beautiful San Diego!
I look forward to seeing you tomorrow morning here at 8 AM
Do not copy or reproduce without written permission of the author
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Culture – Relationship Building as a Leader
Career Development Workshop (Day 2)2017 AAPS National Biotechnology Conference
San Diego, CAMay 2, 2017
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Leadership and Management Lunch Chat11:30 AM–1:30 PM
Open to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown
table cloths
__________________________________________
Leadership and Management Meet-Up6:15 PM–7:00 PM
Marriott Grand Ballroom Foyer – look for the sign
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1.
2. Understand and respect the impact of your leadership
3. Strategize how you will take the initiative to build emotional connections with your team.
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1.
2. Understand and respect the impact of your leadership
3. Strategize how you will take the initiative to build emotional connections with your team.
Do not copy or reproduce without written permission of the author
![Page 55: Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf · Founder and President, Brouker Leadership Solutions Assistant Professor of Leadership](https://reader031.fdocuments.us/reader031/viewer/2022011913/5faa56fb1c1d2f179a383f88/html5/thumbnails/55.jpg)
Review (day 1) Culture – The Leader’s Role
1. How is team culture created?- Team leader – their behaviors are emulated- “The team leader sets the tone for the entire team”
2. Culture of trust (innovation) and culture of fear (stagnation)
3. All interactions impact trust- the level of trust is always (minute by minute) changing!
- body language - you’re being watched constantly- the tongue - everything you say is scrutinized
- “WAIT”
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1.
2. Understand and respect the impact of your leadership
3. Strategize how you will take the initiative to build emotional connections with your team.
Do not copy or reproduce without written permission of the author
![Page 57: Culture –The Leader’s Rolezerista.s3.amazonaws.com/.../leadership_final_aaps_brouker.pdf · Founder and President, Brouker Leadership Solutions Assistant Professor of Leadership](https://reader031.fdocuments.us/reader031/viewer/2022011913/5faa56fb1c1d2f179a383f88/html5/thumbnails/57.jpg)
Gallup conducts a massive Employee Engagement Survey each year to assess employee engagement.
12 questions are asked (scale of 1 to 5):
“Does my supervisor care about me?”
“Do I receive recognition for good work?”
“Is there someone at work who encourages my development?”
“Does my opinion count?”
“Does my supervisor talk to me about my progress?”
“Does the purpose of my company make my job feel important?”
Etc.. Do not copy or reproduce without written permission of the author
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What per cent of US employees are engaged in their work?
1. 12%2. 33%3. 50%4. 67%5. 88%
Do not copy or reproduce without written permission of the author
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What per cent of US employees are engaged in their work?
1. 12%2. 33%3. 50%4. 67%5. 88%
Do not copy or reproduce without written permission of the author
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Do not copy or reproduce without written permission of the author
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“Leaders’ engagement directly influences their employees' engagement, creating
what Gallup calls the "cascade effect," and the link between the two is powerful.
Employees who are supervised by highly engaged managers are 59% more likely to
be engaged than those supervised by actively disengaged managers.”
- Gallup. State of the American Workplace, 2017
Do not copy or reproduce without written permission of the author
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Gallup wanted to know:
What’s the Impact?
Surveyed 28,000 employees of large retailer from 300 identical stores.
Asked the 12 questions…
“Does my supervisor care about me?”
“Do I receive recognition for good work?”
“Does my supervisor talk to me about my progress?”
Etc…Do not copy or reproduce without written permission of the author
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Employee Satisfaction Survey Scores:Impact on profits
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Employee Satisfaction Survey Scores:Impact on profits
% above or below annual profit goal
Do not copy or reproduce without written permission of the author
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Employee Satisfaction Survey Scores:Impact on profits
% above or below annual profit goal
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Employee Satisfaction Survey Scores:Impact on profits
% above or below annual profit goal
Do not copy or reproduce without written permission of the author
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Excellent leaders
engaged their
employees…which
resulted in top
performance. - Buckingham, First Break All the Rules
Do not copy or reproduce without written permission of the author
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Great Place to Work Institute®
Fortune 500 100 Best Companies to Work For
Survey 2 million employees from 6000 companies worldwide every year
• Measures the “employee experience” similar to Gallup
Is there a correlation between happy employees and healthy bottom lines?
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2015, from Burchell, The Great Workplace Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2015, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2015, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2015, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2016, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500 Russell 3000
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2016, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500 Russell 3000
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 – 2015, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500 Russell 3000 100 Best
Do not copy or reproduce without written permission of the author
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Annualized Returns100 Best vs S&P 500/Russell 3000*
*1998 - 2015, from Burchell, The Great Workplace
0
2
4
6
8
10
12
Per cent annualized
return
S&P 500 Russell 3000 100 Best
Do not copy or reproduce without written permission of the author
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Great Place to Work Institute®
Fortune 500 100 Best Companies to Work For
“It’s the relationship you build with your people that gets them to go
above and beyond.”
- Burchell, The Great Workplace
Do not copy or reproduce without written permission of the author
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Study looked at relationship between employee engagement scores and profits at 95 auto dealerships (U.S.) over a 6 year period.*
Do not copy or reproduce without written permission of the author
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Study looked at relationship between employee engagement scores and profits at 95 auto dealerships (U.S.) over a 6 year period.*
Employee engagement causes performance, not vice versa.
Do not copy or reproduce without written permission of the author
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Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
Do not copy or reproduce without written permission of the author
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Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
Do not copy or reproduce without written permission of the author
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Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
Do not copy or reproduce without written permission of the author
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1
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
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0
5
10
15
20
25
30
35
40
45
50
1
Percent meeting criteria
for PTSD
Quality of leader
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
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0
5
10
15
20
25
30
35
40
45
50
1
Percent meeting criteria
for PTSD
Strong leadership
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
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7
0
5
10
15
20
25
30
35
40
45
50
1
Percent meeting criteria
for PTSD
Strong leadership
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
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7
0
5
10
15
20
25
30
35
40
45
50
1
Percent meeting criteria
for PTSD
Strong leadership
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
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44
7
0
5
10
15
20
25
30
35
40
45
50
1
Percent meeting criteria
for PTSD
Poor leadership
Strong leadership
Leadership & PTSD SymptomsN = 638
Do not copy or reproduce without written permission of the author
- Operation Enduring Freedom Mental Health Advisory Team Report (2008-2012)
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Positive satisfaction with leadership is
an extremely effective buffer against
symptoms of PTSD, anxiety and
depression. - Mental Health Advisory Team Report (2012)
Do not copy or reproduce without written permission of the author
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What are the behaviors of an effective leader?
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Small Group Activity
1. Divide participants into groups of about 6 people.
2. Have half the groups create a list (on poster board) behaviors of past/current leaders who created a culture of trust (innovation) and inspired you to go above and beyond.
- place asterisk next to the 3 most impactful behaviors
3. The other group create list (on poster board) of behaviors of past/current leaders that created a culture of fear (stagnation) and made you want to quit!
- place asterisk next to the 3 most impactful behaviors
4. Each group take 10 minutes.
5. Representative from each group present their list and rationale for choosing their top 3 behaviors. (5 minutes each group).
Do not copy or reproduce without written permission of the author
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People don’t care how much you know until they
know how much you care.
-Theodore Roosevelt
Do not copy or reproduce without written permission of the author
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Study conducted by Center for Creative Leadership to ascertain successful behaviors of C-suite leaders*
*Sessa, Executive Selection, Strategies for Success
What is the behavior that you attribute the most to your success?
“…proactively build relationships with subordinates”
Behavior #1
Do not copy or reproduce without written permission of the author
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Study conducted by Center for Creative Leadership to ascertain successful behaviors of C-suite leaders*
*Sessa, Executive Selection, Strategies for Success
What is the behavior that you attribute the most to your success?
“…proactively build relationships with subordinates”
Behavior #1 – Know your staff
Do not copy or reproduce without written permission of the author
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Behavior #1 – Know your staff
Leadership is about building relationships…it’s a contact sport!
“Tell me your story…”Get to know your staff very well
- Basic needs met?- Discuss goals – extremely powerful- Find their struggles
Do not copy or reproduce without written permission of the author
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The best leaders understand the
motivations of their team members
and know their people -- their lives
and their families…- Willink, Extreme Leadership
Do not copy or reproduce without written permission of the author
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Identify a participant in the room that you either do not know…or do not know well.
Find a piece of paper and something to write with.
Find that person…partner up…and quickly introduce yourself.
Secretly annotate on a piece of paper your level of trust (scale of 1 to 10) with that individual at this moment.
Fold the paper in half. No one will see this number. I will collect the paper.
Fun activity
Do not copy or reproduce without written permission of the author
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Fun activity
Between now and tomorrow morning’s seminar, spend time getting to know your new colleague, i.e. you will each “tell your story” over at least 15 minutes each.
One colleague spends 15 minutes listening; you then switch roles and your partner listens.
Do not copy or reproduce without written permission of the author
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Fun activityIn role as listener, ask the following questions: • How’s your week going?• Recent challenge or success? • Looking forward to…?• Thankful for…?• Short term and long term goals? • Hobbies?• Leadership/personnel issue at work?• Fears?
Focus on your active listening skills. Assume the following:• You have nothing else to do.• You have no problem to solve.• If you find your mind wandering, notice it
and course correct.
Do not copy or reproduce without written permission of the author
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Review (day 2) Culture – Relationship Building as a Leader
1. Only 1 in 3 U.S. employees is engaged in their work.
2. Data suggests that leaders who convey a caring demeanor create higher performing teams.
3. Highly effective U.S. military units have leaders who care for their people.
4. There are 4 specific behaviors that a leader can employ that convey a caring demeanor.
• Behavior #1: Know your staff
5. What did you find interesting?Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1.
2. Understand and respect the impact of your leadership
3. Strategize how you will take the initiative to build emotional connections with your team.
Do not copy or reproduce without written permission of the author
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Personal action plan
Reflect on the data that suggests that “highly engaged leaders”, i.e. leaders who convey a caring demeanor, create higher performing teams.
Look at the list of behaviors we created that reflected inspiring leadership (culture of innovation).
Take the next few minutes to write down and share with your partner:
1) at least one behavior where you believe you have room for improvement to increase the level of trust on your team and,
2) why did you choose this behavior?Do not copy or reproduce without written permission of the author
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Questions?
Feel free to contact me with questions.
To receive my free leadership pearl, go to www.broukerleadershipsolutions.com
…and click on blog subscription
_____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Test your listening skills: check out the posters and practice on an unsuspecting author.
Leadership and Management Lunch Chat11:30 AM–1:30 PM
Open to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown
table cloths
__________________________________________
Leadership and Management Meet-Up6:15 PM–7:00 PM
Marriott Grand Ballroom Foyer – look for the sign
Do not copy or reproduce without written permission of the author
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Enjoy another evening in beautiful San Diego!
Please don’t forget your fun activity…thanks!
I look forward to seeing you tomorrow morning here at 8 AM
Do not copy or reproduce without written permission of the author
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Culture – Showing Civility When Your Team Needs it Most
Career Development Workshop (Day 3)2017 AAPS National Biotechnology Conference
San Diego, CAMay 3, 2017
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1 and 2.
2. Learn behaviors that create a culture of trust.
3. Learn to give accolades in a way that drive employee performance higher.
4. Learn how to address poor performance.
5. Plan how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1 and 2.
2. Learn behaviors that create a culture of trust.
3. Learn to give accolades in a way that drive employee performance higher.
4. Learn how to address poor performance.
5. Plan how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Review (day 1) Culture – The Leader’s Role
1. How is team culture created?- Team leader – their behaviors are emulated- “The team leader sets the tone for the entire team”
2. Culture of trust (innovation) and culture of fear (stagnation)
3. All interactions impact trust- the level of trust is always (minute by minute) changing!
- body language - you’re being watched constantly- the tongue - everything you say is analyzed
- “WAIT”
Do not copy or reproduce without written permission of the author
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Review (day 2) Culture – Relationship Building as a Leader
1. Only 1 in 3 U.S. employees is engaged in their work.
2. Data suggests that leaders who convey a caring demeanor create higher performing teams.
3. Highly effective U.S. military units have leaders who care for their people.
4. There are 4 specific behaviors that a leader can employ that convey a caring demeanor.
• Behavior #1: Know your staff
Do not copy or reproduce without written permission of the author
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Take out a piece of paper and something to write with.
Ask participants the following: Regarding the “tell me your story” exercise, on a scale of 1 to 10, write down on a piece of paper your level of trust now with your selected participant?
Results will be anonymous.
I’ll collect the scores and annotate them.
Fun activity(cont.)
Do not copy or reproduce without written permission of the author
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Today’s Objectives
1. Quick review of day 1 and 2.
2. Learn behaviors that create a culture of trust.
3. Learn to give accolades in a way that drive employee performance higher.
4. Learn how to address poor performance.
5. Plan how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Harvard Business Review conducted a survey of 20,000
employees worldwide*
*Harvard Business Review online, 11 May 2015
What was the most important
leadership behavior for garnering
commitment and engagement?
1. Inspiring vision
2. Providing useful feedback
3. Recognition and appreciation
4. Being treated with respect
5. Opportunities for learning, growth,
development
Behavior #2
Do not copy or reproduce without written permission of the author
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Harvard Business Review conducted a survey of 20,000
employees worldwide*
*Harvard Business Review online, May 11, 2015
What was the most important
leadership behavior for garnering
commitment and engagement?
1. Inspiring vision
2. Providing useful feedback
3. Recognition and appreciation
4. Being treated with respect
5. Opportunities for learning, growth,
development
Behavior #2 – Respect
“There’s one thing that leaders need to demonstrate: respect. No other leadership behavior had a bigger effect on employees…”
Do not copy or reproduce without written permission of the author
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Behavior #2 – Respect
Always treat all staff with dignity and respect
Big test…how do you react to bad news?- Never shoot the messenger!
Do not copy or reproduce without written permission of the author
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“Confidence is golden, but arrogance is toxic.”
- Wired.com 2013, As a Leader, Are You Confident — or Arrogant?
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“Great leaders display a compelling modesty…”
- Collins, Good to Great.
Do not copy or reproduce without written permission of the author
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“Great leaders display a compelling modesty…”
- Collins, Good to Great.
What’s the difference between a confident leader… and an arrogant leader?
“Be humble, have fun, and don’t take yourself too seriously.”
Confident leaders listen…arrogant leaders don’t.
Do not copy or reproduce without written permission of the author
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Behavior #3 – Be visible
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Behavior #3 – Be visible
It all came down to brief
interactions I had daily
with employees – in the
hallway, in the cafeteria,
in a meeting room.
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Behavior #3 – Be visible
Build relationships/trust
Use as opportunity to:- Express gratitude- Ask how you can help them
…also inspire, challenge, mentor
Find out what is really going on…- More info gained in quick visit than
reading hours of email
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Behavior #3 – Be visible
Being approachable…...good topics while walking around:
• “Connect the dots”• Ask “What can I do to help you?”• Give thanks…and accolades!
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Behavior #3 – Be visible
…potential hazards:
• Don’t “test” people with pop quizzes• Don’t talk about poor performance• Don’t talk “Corporate talk” i.e. mission, vision,
guiding principles - can talk “informally (in human terms) about important initiatives…good time to get feedback
• “Spread the wealth”• Don’t talk too much. Be respectful of other’s time -
no one is going to tell the boss to stop talking• Bad body language – remember, a smile is
disarming
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Today’s Objectives
1. Quick review of day 1 and 2.
2. Learn behaviors that create a culture of trust.
3. Learn to give accolades in a way that drive employee performance higher.
4. Learn how to address poor performance.
5. Plan how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Behavior #4 – Don’t ignore good or poor performance
IBM Smarter Workforce Institute surveyed > 19,000 workers in 26 countries from a variety of industries and major job families.*
* Zhang, How do I Recognize Thee, Let Me Count the Ways. Thought Leadership Whitepaper, IBM Smarter Workforce Institute, 2015
Is there a correlation between employee
recognition and employee engagement?
“Engagement among employees who receive recognition is almost 3 times higher than among
those who do not.”
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Behavior #4 – Don’t ignore good or poor performance
• Set expectations
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Behavior #4 – Don’t ignore good or poor performance
• Set expectations
• Good performance Give accolades!Praise list
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Behavior #4 – Don’t ignore good or poor performance
Poor performance Seek first to understand…Carefully assess and take
appropriate action - train, transfer, or terminate
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Behavior #4 – Don’t ignore good or poor performance
Poor performance (cont)Is the status quo acceptable?- it may be, i.e. it may not be worth the energy- ask a colleague
Focus on the objective: change the behavior- ask a colleague
- prepare and practice as if a million $ investment…because it is
- ensure your meeting after the “difficult conversation” is flexible
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Time management skills:
1. Forward email to “acting”
2. Who else is qualified to do this task?
3. Proactively schedule time to:• know your staff• be visible• assess performance
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“Perpetual optimism is a force multiplier… a leader’s enthusiasm, hopefulness, and confidence multiply as they radiate outward through the organization….
Cynicism, doubt, and negativity are force shrinkers…leaders who persist in seeing the world negatively are very likely to demoralize, demotivate, and undermine the effectiveness of colleagues.”
- The Leadership Secrets of Colin Powell
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A pessimistic leader causes more harm than an absent leader.
A leader needs to:1. be optimistic2. fake it3. take leave!
Important: Don’t be pollyannaish
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*
Do not copy or reproduce without written permission of the author
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Power of optimismWork-life balance
Be mindful - need time for family and exerciseMax effortExercise: Use it as a time to reflect…
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Today’s Objectives
1. Quick review of day 1 and 2.
2. Learn behaviors that create a culture of trust.
3. Learn to give accolades in a way that drive employee performance higher.
4. Learn how to address poor performance.
5. Plan how you will change your behavior to improve the culture of your team.
Do not copy or reproduce without written permission of the author
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Personal action plan
- Reflect on the following 4 behaviors that increase trust and team performance:
1. know your staff2. dignity and respect3. be visible 4. don’t ignore good and poor performance
- The power of optimism- Time management skills
Do not copy or reproduce without written permission of the author
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Personal action plan
Take a moment to review your Personal Action Plan from days 1 and 2. Recall the 1 or 2 behaviors that you identified.
Is there another behavior that could increase the level of trust on your team? Write it/them here and share them with your partner.
Do not copy or reproduce without written permission of the author
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Review (day 3) Culture – Showing Civility When Your Team Needs it
Most
1. Data suggests that showing respect, being visible and addressing good and poor performance increases trust.
2. To be a good leader one needs to be a good administrator, i.e. have good time management skills.
Do not copy or reproduce without written permission of the author
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Questions?
Feel free to contact me with questions.
To receive my free leadership pearl, go to www.broukerleadershipsolutions.com
…and click on blog subscription
_____________________________________
Captain Mark E. BroukerMedical Service Corps, United States Navy (Retired)
Pharm.D., BCPS, FACHE
Founder and President, Brouker Leadership SolutionsAssistant Professor of Leadership Studies, Chapman University
Do not copy or reproduce without written permission of the author
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Your Leadership Legacy
What’s next for you?
Do not copy or reproduce without written permission of the author
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Continuously learn the art of leadership
• My book…coming soon!• Mastering Civility (Porath)• First, Break all the Rules (Buckingham)• The Great Workplace (Burchell)• How to Win Friends and Influence People
(Carnegie)• Leadership: The Art of War (Kolenda)• Shackleton’s Way (Morrell and Capparell)• Seven Habits of Highly Effective People (Covey)• Primal Leadership (Goleman)• Good to Great (Collins)• Leadership Secrets of Colin Powell (Harari)• Touchpoints (Conant)
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Leadership and Management Lunch Chat11:30 AM–1:30 PM
Open to All Attendees (Lunch Concessions Available)Exhibit Hall -- Pacific Ballroom – Look for the brown
table cloths
__________________________________________
Leadership and Management Meet-Up6:15 PM–7:00 PM
Marriott Grand Ballroom Foyer – look for the sign
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