Disclosures the Flock - cmcgc.com · Kelley’s Different Types of Followers The pragmatics...

The Herd, The Pack, The Horde! Using the Concepts of Leadership and

Followership to Separate Yourself from the Flock

John Hertig, PharmD, MSMedication Safety Project Manager, Purdue Center for Medication Safety Advancement, Indianapolis, IN

Lindsey R. Kelley, PharmD, MSCoordinator, Ambulatory Pharmacy Initiatives and Transitions of Care, University of Michigan Health System, Ann Arbor, MI

Disclosures

The program chair and presenters for this continuing pharmacy education activity report no relevant financial relationships.

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Learning Objectives

Define followership and describe its importance in leadership situations.

Evaluate a set of behaviors using the Seven Steps for Effective Pharmacy Followership.

Describe ideal conditions for motivating followers.

Evaluate the role of followership within your organization.

Develop and apply followership, leadership styles, and situational leadership in real-life situations.

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Defining Followership and The Seven Steps for Effective Pharmacy

Followership

John Hertig, PharmD, MS

Medication Safety Project Manager Purdue Center for Medication Safety Advancement, Indianapolis, IN

Learning Objectives






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Perceptions of a Follower

What are your current definitions or opinions of a follower?

What comes to mind when someone is associated with being a follower?

The Herd, The Pack, The Horde! Using the Concepts of Leadership and Followership to Separate Yourself from the Flock

© 2011 American Society of Health-System Pharmacists

2011 Midyear Clinical Meeting

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Definition of a Follower

A person who follows another in regard to his or her ideas or belief; disciple or adherent

A person who imitates, copies, or takes as a model or ideal

A person who accepts the leadership of another

Perceptions of a Leader

What are your current definitions or opinions of a leader?

What comes to mind when someone is associated with being a leader?

Definition of a Leader

A guiding or directing head, as of an army, movement, or political group

One who has influence or power, especially of a political nature

One who is in charge or in command of others

One who leads or guides

Traits of a Follower

Ambitious Assertive Candid Committed to the

organization

Critical Thinker Enthusiastic Fearless Honest

I i htf lorganization Competent Courageous Credible Independent Team-player

Insightful Intelligent Responsible Risk-taker/self-

starter Trusted Well-balanced

Followership

The term followership is not new

In an article entitled “In Praise of Followers,” Robert Kelley describes how corporate success is due to practicing good followership rather than good leadership

So what?! We can translate good followership principles to the

practice of pharmacy

Empower new practitioners to seek less-traditional and unique leadership opportunities

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Followership Skills

“Followership is not a person but a role, and what distinguishes followers from leaders is notfollowers from leaders is not

intelligence or character but the role they play.”




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Essential Qualities of Followers

Kelley describes those qualities that are essential to the most effective followers They manage themselves well

They are committed to the organization and to a purpose, principle, or person outside of themselves

They build their competence and focus their efforts for They build their competence and focus their efforts for maximum impact

They are courageous, honest, and credible

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Three Faulty Assumptions

Leaders are more important than followers

Following is just doing what you are told

Followers get their ideas, talent, and passion from their leader

True Story

“About a dozen years ago, a guy walked into the former Fairbanks, Alaska, Nordstrom department store with two snow tires. He walked up to the tie counter, put the tires down, and asked for his money back. The clerk, who'd been working there for two weeks, saw the price on the side of the fires, reached into the cash register, and handed the man $145.”

From Home Office Computing, 1994

Seven Steps to Effective Followership

To maximize our potential, we must function as effective pharmacy followers

Use these Seven Steps on your path to successfully playing both followership and leadership roles Redefine followership and leadership

Maximize your strengths and improve on your weaknesses

Engage in continuous performance evaluation and honest feedback

Seek opportunities and be your own advocate

Find a mentor and be a mentor

Ask why?

Always present solutions to problems

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Redefine followership and leadership

These terms are not mutually exclusive

Throughout the course of a day, week, or year, you play the roles of follower and leader

One of the greatest skills you can employ is seamlessly transitioning from one role to the other

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Maximize your strengths and improve on your weaknesses

Learn to leverage your existing strengths

Continue to challenge yourself to improve identified weaknesses

Knowing oneself is paramount to knowing what Knowing oneself is paramount to knowing what roles you play best

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Engage in continuous performance evaluation and honest feedback

How can we improve if we never know how we are doing?

Encourage your managers, colleagues, and employees to provide continual and honest feedback regarding your work 360 degrees

A good supporter will see every opportunity as a means to improve

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Seek opportunities; be your own advocate

No one will advance your career but you!

Keep up professional networks and continually seek opportunities

Your hard work will not go unnoticed and will open g pdoors

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Find a mentor and be a mentor

Mentorship is a “two-way street”

Mentorship is great because you can become an integral part of another’s professional journey

As a mentee, you are a true follower; as a mentor,

MENTOR

s a e ee, you a e a ue o o e ; as a e o ,you are a leader

Both roles are critical

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Ask why?

“Because we’ve always done it this way” is unacceptable

Try to examine problems in a nontraditional manner

Encourage people to redefine leadership positions Break apart a long-standing position to give responsibility g g g y

originally reserved for one individual to many

Create new opportunities in the context of practice model change

Enable your colleagues to experience the roles and responsibilities of supporters and leaders

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Always present solutions to problems

Identifying a problem is only the first part of a two-part process

Learn not only to identify problems but also to develop and suggest solutions

Never approach administrators, preceptors, or patients with only problems

Carry “The Message”

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Summary

Not everyone can hold traditional leadership positions

However, new practitioners can take charge of their own practice and become effective pharmacy followers

Incorporating good followership into daily practice has great potential to advance the pharmacy profession and improve patient care

The 7 Steps!

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Followership within Your Organization and Ways to Best Motivate Followers

Lindsey R. Kelley, PharmD, MSCoordinator, Ambulatory Pharmacy Initiatives and Transitions of Care University of Michigan Health System, Ann Arbor

Learning Objectives






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Kelley’s Different Types of Followers

Sheep (Passive)

Yes‐people (Conformists)

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Alienated

Pragmatics

Star followers (Exemplary)


Sheep Look to leaders to do thinking for them

Require constant direction

“If you’re the boss and in you’re car on the way to work, and you’re thinking about what you’re going to get your

Sheep (Passive)

and you re thinking about what you re going to get your workers to do and how you’re going to do that, then you’re dealing with sheep”

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The yes-people Active at doing the organization’s work

Will actively follow orders

“If the leader asks them to do something, they’ve got energy and they’ll come back to the leader asking ‘What

Yes‐people (Conformists)

energy, and they ll come back to the leader, asking, What do you want me to do next?’ “

“Yes-people don’t see themselves this way…Yes-people will say, ‘I’m a doer; that’s my job. The boss gets paid to think, and I’m the one who does the work’”

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The alienated Mavericks who have healthy skepticism

They are capable, but cynical

“Every time the leader or organization tries to move forward these are the ones who have ten reasons why the

Alienated

forward, these are the ones who have ten reasons why the leader or organization shouldn’t…They have energy, they can think for themselves, they can be smart. But they are not moving in a positive direction. However, they see themselves as the only people in the organization who have the guts to stand up to the boss”

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The pragmatics Encompass some of the characteristics of other subsets

“They see themselves as preservers of the status quo. Their internal dialogue goes something like this ‘If I got

Pragmatics

Their internal dialogue goes something like this, If I got excited every time there was a new leader or change of direction, my wheels would be spinning constantly. Leaders come and go. New visions come and go. If I just sit here and wait, I won’t have to do all the work.’”

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The star followers Independent, innovative, and willing to question leadership

Work well with other cohorts

Present themselves consistently to all

Star followers (Exemplary)

“They do not accept a leader’s decision without their own independent evaluation of its soundness. If they agree with the leader, they give full support. If they disagree, they challenge the leader, offering constructive alternatives that will help the leader and the organization get where they want to go.”

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Kelley’s Different Types of Followers*

AlienatedExemplary

(star‐followers)

Independent, critical thinking

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Passive (sheep)

Conformist (yes‐

people)

PragmaticsPassive Active

Dependent, uncritical thinking

*adapted from Kelley and Bjugstad, et al.

Follower Motivation

Follower motivation is a function of environmental and internal factors

Satisfaction

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Confidence

Trust

Follower Readiness

Hersey and Blanchard Situational Model Successful leadership is dependent on modifying the

leadership style based on “readiness”

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Follower Readiness



4 types Telling

Characterized leadership styles by

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Telling

Selling

Participating

Delegating

p y ytask and relationship




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Follower Readiness



Characterized follower readiness as a combination of competence and commitment

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D1 ‐ Low competence and high

commitment

D2 ‐ Low competence and low

commitment

D3 ‐ High competence

and low/variable commitment

D4 ‐ High competence and high

commitment

Follower Readiness Hersey and Blanchard Situational Model

Successful leadership is dependent on modifying the leadership style based on “readiness”

Participating

Share Ideas

Followers: able willing not

Selling

Explain Decisions

Followers: unable willingehavior

High

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Followers: able, willing, not confident

Followers: unable, willing, confident

Delegating

Turn Over Decisions

Followers: able, willing, confident

Telling

Give Instructions

Followers: unable, unwilling, not confident

Relationship Be

Task Behavior High

D1 ‐ Low competence and high commitment

D2 ‐ Low competence and low commitment

D3 ‐ High competence and low/variable commitment

D4 ‐ High competence and high

commitment

AlienatedExemplary

(star‐followers)

Integrated Model for Followership/Leadership†

Participating

Share Ideas

SellingExplain Decisions

ior

High

Passive (sheep)

Conformist (yes‐

people)



DelegatingTurn Over Decisions


TellingGive Instructions


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Relationship Behavi

Task Behavior High

Adapted from Bugstad, et al.

AlienatedPassive (sheep)

Integrated Model for Followership/Leadership†

Participating

Share Ideas

SellingExplain Decisions

ior

High

Exemplary (star‐

followers)

Conformist (yes‐

people)



DelegatingTurn Over Decisions


TellingGive Instructions


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Relationship Behavi

Task Behavior High

Adapted from Bugstad, et al.

Recommended Behaviors of Leaders/Followers

Include followers in decision

Increase involvement Alienated

l i / l if i iExplain/clarifydecisions

Do it Passive

Detail expectations and monitor performance

Tie results to performance and then to outcomes

Conformist

Hand over decision making

responsibility

Demonstrateresults due to increased

responsibility

Exemplary

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“Effective followers are distinguishable from ineffective

followers by their enthusiasm and self-reliant participation in the p p

pursuit of organizational goals”

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Value Congruence

“It does seem ironic that the effectiveness of a leader is to a great extent dependent on the willingness and consent of the followers”

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Value Congruence

What is the mission and vision of your organization?

What is the leadership philosophy of your immediate supervisor?

Are you on the right…

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Summary

Certain conditions have to be present to successfully maximize the strength of followers

Leaders and followers interact on the continuum at different points, times, and situations

By linking leaders and followers effectively, goals are more readily and effectively achieved

An integrated model provides a more gratifying exchange for both the leader and the follower

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http://xkcd.com/552/

Followership and Leadership in Practice

John Hertig, PharmD, MSMedication Safety Project Manager, Purdue Center for Medication Safety Advancement, Indianapolis, IN

Lindsey R. Kelley, PharmD, MSCoordinator, Ambulatory Pharmacy Initiatives and Transitions of Care, University of Michigan Health System, Ann Arbor, MI

Learning Objectives






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Workshop It!

How to adapt? What is the organizational/company context?

What is your role as a leader?

What is your role as a follower?

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References

Bjugstad K, Thach EC, Thompson KJ, et al. A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management. 2006. 7; 304-319. accessed September 2011 at http://findarticles.com/p/articles/mi_qa5335/is_200605/ai_n21392284/?tag=content;col1

Hertig J. Followership: Nontraditional leadership roles for new gpractitioners Am J Health Syst Pharm 2010. 67:1412-1413

Kelley RE. In praise of followers. Harvard Business Review. 1988. 66; 142-148.

White SJ. Leadership: Successful alchemy. Am J Health Syst Pharm 2006. 63; 1497-1503

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