L d hi iL d hi iLeadership in Leadership in Academic Practice AdministrationAcademic Practice AdministrationAcademic Practice AdministrationAcademic Practice Administration

Dermatology Academic Administrators GroupAssociation of Professors of DermatologyAssociation of Professors of Dermatology

Chicago 9/14/12

Christy Harris Lemak, PhD FACHEAssociate Professor, Health Management and Policy, g y

Director, Griffith Leadership Center School of Public Health, University of Michigan

Chief Academic Officer, National Center for Healthcare Leadership, p

Why Leadership?Why Leadership?

The problems that exist in the world today cannot be solved byworld today cannot be solved by the level of thinking that created them.

-Albert EinsteinAlbert Einstein

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Two (Related) ConceptsTwo (Related) Concepts

LeaderLeader LeadershipLeadershipLeader Leader Development

LeadershipLeadershipDevelopment

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Leadership Opportunities for A d i Ad i iAcademic Administrators

Leadership Development– Supporting the Chairpp g– Strengthening Other Faculty Leaders– Mentoring and developing other managers– Building and sustaining culture– Navigating and negotiating with variety of

internal and external stakeholdersLeader Development

– Becoming more effective in all of the above4

Unique Challenges in A d i M di iAcademic Medicine

Physician Faculty Research Faculty Clinic LeadersPhysician Faculty yand Staff Clinic Leaders

Hospital Leaders College/University Leadersp Leaders

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Topics for TodayTopics for Today

1 What is leadership?1. What is leadership?2. What do leaders do?3. How can you be more

effective as a leader?4. How can you strengthen

leadership in your p ydepartment?

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What is leadership?What is leadership?

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A Leader IsA Leader Is….….one who manifests direction,….one who manifests direction, integrity, hardiness, and courage in a consistent pattern of behavior thatconsistent pattern of behavior that inspires trust, motivation, and responsibility on the part of followersresponsibility on the part of followers who in turn become leaders themselves.themselves.

-Warren Bennis

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What do People Wantpfrom a Leader?

• Direction and meaning (Forward-Thinking)• Trust (Honest)( )• A sense of hope and optimism (Inspiring)• Results (Competent)• Results (Competent)

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2 Types of Leadershipyp p

Transactional Transformational• Influence others by means of

a transaction• Contributions of each party

• Strong interpersonal identification with leader

• Inspire, energize, intellectually• Contributions of each party are recognized

• Identify specific actions for success

Inspire, energize, intellectually stimulate employees

• Individual consideration for employee’s needs

success• Help followers develop

confidence neededS lf I t t K

• Influences to perform beyond expectations

• Looks beyond own self-interestf• Self Interest = Key

• Hierarchy• COMMODITY DRIVEN

• Defined shared values and beliefs

• PERSONAL & INTELLECTUAL CAPITALINTELLECTUAL CAPITAL DRIVEN

Level 5 LeadershipF C lli (“G d t G t”)From Collins (“Good to Great”)

Deep Personal Humility Intense Professional WillDeep Personal Humility• Demonstrates a compelling

modesty, shunning public adulation, never boastful.

• Creates superb results, a clear catalyst in the transition from good to greatadulation, never boastful.

• Acts with quiet, calm determination; relies principally on inspired standards, not

good to great.• Demonstrates an unwavering

resolve to do whatever must be done to produce the beston inspired standards, not

inspiring charisma, to motivate.• Channels ambition into the

company, not the self; sets up

be done to produce the best long-term results, no matter how difficult.

• Sets the standard of buildingcompany, not the self; sets up successors for even more greatness in the next generation.

Sets the standard of building an enduring great company, will settle for nothing less.

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Look Look out the windowout the window to to apportion credit for success apportion credit for success of the group of the group –– to other to other people, external factors, andpeople, external factors, andpeople, external factors, and people, external factors, and good luckgood luck

LookLook in the mirrorin the mirror totoLook Look in the mirrorin the mirror to to apportion responsibility for apportion responsibility for poor results poor results -- never blame never blame other people externalother people externalother people, external other people, external factors, or bad luckfactors, or bad luck

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What do Leaders do?What do Leaders do?

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Management vs LeadershipManagement vs. Leadership

Management LeadershipManagement• coping w/complexity

Leadership• coping w/change

• planning & budgeting• organizing & staffing

• setting a direction• aligning people• organizing & staffing

• controlling & problem solving

• aligning people• motivating & inspiring

solving

The 5 Practices &10 C it t f L d hi10 Commitments of Leadership

5 Practices5 Practices 10 Commitments10 Commitments

Model the WayModel the Way Clarify valuesClarify valuesSet the exampleSet the example

Envision the futureEnvision the futureInspire a Shared VisionInspire a Shared Vision Envision the futureEnvision the futureEnlist others in a common visionEnlist others in a common vision

Challenge the ProcessChallenge the Process Search for opportunitiesSearch for opportunitiesE i t d t k i kE i t d t k i kChallenge the ProcessChallenge the Process Experiment and take risksExperiment and take risks

Enable Others to ActEnable Others to Act Foster collaborationFoster collaborationStrengthen othersStrengthen others

Encourage the HeartEncourage the Heart Recognize contributionsRecognize contributionsCelebrate values and victoriesCelebrate values and victories

15Kouzes and Posner: The Leadership Challenge

How Employees Feel & Behave WhenTh i I di t M HTheir Immediate Manager Has….

High Credibility Low CredibilityHigh Credibility• Proud to tell others they’re

part of the org

Low Credibility• Produce only if they’re

watched carefullyp g• Strong sense of team spirit• See own personal values

i t t / l

• Be motivated primarily by $• Say good things about the org

in public but bad things inconsistent w/org values• Feel attached and

committed

in public, but bad things in private

• Consider looking for another job if problems arisecommitted

• Have a sense of ownershipjob if problems arise

• Feel unsupported and unappreciated

Leaders Inspire a Shared VisionLeaders Inspire a Shared Vision• Envision the future• Enlist others by appealing to common

aspirationsaspirations• Help employees connect the dots

It is vision It is vision ‐‐‐‐ and the leaders who can articulate that and the leaders who can articulate that vision vision ‐‐‐‐ that helps people in the organization that helps people in the organization accept uncertainty.  accept uncertainty.  Vision substitutes for fearVision substitutes for fear (of (of the unknown) and gives people the confidence to the unknown) and gives people the confidence to say “I have a dream, and I want to be part of it.”say “I have a dream, and I want to be part of it.”

Rosabeth Moss KanterRosabeth Moss Kanter17

To Enlist Others, the Sense of Meaning M t C F WithiMust Come From Within

ExternalExternal Motivation Motivation InternalInternal MotivationMotivation

Tangible Reward or Tangible Reward or PunishmentPunishment

Internal DesireInternal Desire

ForcedForced Want toWant toPlease othersPlease others Please selfPlease self

Compliance or defianceCompliance or defiance Far Superior ResultsFar Superior Results

Stop trying after reward: “Stop Stop trying after reward: “Stop the pay & stop the play”the pay & stop the play”

Keep trying even if no extrinsic Keep trying even if no extrinsic rewardrewardthe pay & stop the play”the pay & stop the play” rewardreward

Often linked to fame and Often linked to fame and fortunefortune

Often linked to making a Often linked to making a difference in the worlddifference in the world

Need to discover “the what”

Leaders Challenge the ProcessLeaders Challenge the Process

• Search for OpportunitiesSearch for Opportunities• Experiment and Take Risks

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Leaders Enable Others to ActLeaders Enable Others to Act• Foster Collaboration• Strengthen Others

The task of leadership is not to put greatness into people but to elicit itgreatness into people, but to elicit it,

for the greatness is there already.– John BuchanJohn Buchan

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Encourage InitiativeEncourage Initiative• Build self-efficacy in others:Build self efficacy in others:

– Capable of taking action in a specific situation– Give people the chance to gain mastery oneGive people the chance to gain mastery one

step at a time– Mental simulationMental simulation– Setting goals that are incrementally higher– Saying I KNOW YOU CAN DO ITSaying I KNOW YOU CAN DO IT

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The Role of Incentives –Wh t W k ?What Works?

Not This…..Not This….. This….This….Not This…..Not This….. This….This….Rely on External MotivatorsRely on External Motivators Understand Internal MotivationUnderstand Internal Motivation

W k fW k f W k f f lfill tW k f f lfill tWork as a source of moneyWork as a source of money Work as a source of fulfillmentWork as a source of fulfillment

What What gets rewardedgets rewardeddd

What What is rewardingis rewardinggets done.gets done. gets done.gets done.

Tap into people’s hands and Tap into people’s hands and walletswallets

Tap into people’s hearts and mindsTap into people’s hearts and mindswalletswallets

Leads to culture of divisiveness Leads to culture of divisiveness and selfishness; Diminished sense and selfishness; Diminished sense

of purposeof purpose

Lower cost of retention and Lower cost of retention and recruitmentrecruitment

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of purpose.of purpose.

Leaders Encourage the HeartLeaders Encourage the Heart

• Recognize ContributionsRecognize Contributions – by showing appreciation for individual

excellence• Celebrating Values and Victories

– by creating a spirit of communityy g p y

Genuine acts of caring lift spirits and draw people forward

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people forward

How can you become a better l d ?leader?

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Cont a to the opinion ofContrary to the opinion of many people, leaders are not a y peop e, eade s a e otborn. Leaders are made, and th d b ff t dthey are made by effort and hard work.hard work.

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Leaders Use ToolsLeaders Use Tools

• ReflectionReflection• Feedback• Plans• Plans• Colleagues

M t• Mentors• Will• Motivation• Luck

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Practice “Game Filming”Practice Game Filming

• Mental ReplayMental Replay• Reflection

J li• Journaling• Contemplation• Mindfulness

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Leaders are Active LearnersLeaders are Active LearnersFour Learning Approaches:• Taking Actions (trial and error)• Thinking (reading, online)Thinking (reading, online)• Feeling (what am I worrying about?)• Accessing Others (bouncing hopes &• Accessing Others (bouncing hopes &

fears off someone they trust)

• BE MORE ENGAGED IN ALL OF THESE

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How can you improve leadership in d ?your department?

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Strengthen LeadersStrengthen Leaders

• Help your Chairperson lead• Help your Chairperson lead• Develop other clinician leaders• Support leadership development in direct

reports and other emerging leaders• Create a culture of transformational

leadershipp• Day by day, step by step

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Helping Your Leader LeadHelping Your Leader Lead

From Leading Physician to Physician LeaderFrom Leading Physician……to Physician Leader31

Academic Physicians C P tiCareer Preparation

Cli i l CClinical CareResidency, fellowship, senior

partnerspartnersResearch

Academic development time, pmentors

TeachingP di t i lProgram directors, curricula

Leadership/administration(?) Ad hoc/observation (?)(?) Ad hoc/observation (?)

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Preparing Clinicians to Leadp g

Leadership Skillseade s p S sSetting vision, communication,

enabling others

Business Acumen

Finance, payment, marketingmarketing

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Developing Future Clinical Leaders

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Overview

• 8 Full Day Sessions; 24 leaders/emerging leaders– Monthly from May to Dec 2012

• Longitudinal learningLongitudinal learning– Readings

A ti b d l i j t– Action-based learning projects

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Competenciesp

PProgram participants will grow in Leadership Team Buildingwill grow in

four domains:domains:

Business Acumen

Understanding Context

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Desired OutcomesLeadership: Enhance leadership capabilities, including vision,

strategy, communications, managing experts, managing information managing intellectual property managing changeinformation, managing intellectual property, managing change, negotiations, performance measurement.

Team Building: Build lasting, multi-faceted, cross-disciplinary relationships and stronger more effective teams.p g

Business Management: Develop skills in functional management, including finance, operations, talent management, R&D (Innovation), marketing.

C t t D d t di f i i l lContext: Deepen understanding of increasingly complex environment in which health care systems, and particularly academic health care systems, operate now and in the future.

So that participants and department can:So that participants and department can:Make decisions that lead to maximum value creation and be better

equipped to positively impact human health.Create and lead transformational change required to maintainCreate and lead transformational change required to maintain

stellar reputation and move into the top 5 nationally within the next few years.

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Will 8 days make a difference?

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What can you do next?What can you do next?

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Key RelationshipsKey Relationships

Leader LeadershipDevelopment Development

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First Things FirstFirst Things FirstTurn the spotlight on

Get to know yourself yourself. The glare will not be more than you can handle Rather let ithandle. Rather, let it illuminate your life and your choices – personalyour choices personal and professional – and help you see how you are affecting the course of your life and your leadership.

Harry Kraemer JrHarry Kraemer Jr.

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Start with a Few Small StepsStart with a Few Small Steps

DWYSYWD• DWYSYWD– Do What You Say You Would Do

• In work teams: say “we” more than “I”• In problem-solving: think “both-and” p g

more than “either-or” • Say “thank you” and “I appreciate yourSay thank you and I appreciate your

effort” more often (and mean it)• Listen actively• Listen actively

We are what we repeatedly do. Excellence, then, is not an act,

b t a habitbut a habit.

-Aristotle

Seek Help from OthersSeek Help from Others

• Your organizationYour organization– Training

Leadership Academies– Leadership Academies– University Partners (business, public health)

UHC/AAMC• UHC/AAMC• National Center for Healthcare Leadership

– New Council for Developing Clinical Leaders• DAAG Peers

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Grow Your OwnGrow Your Own

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Keys to SuccessyBe professional in attitude and

behaviorbehavior.Be reflective about your

competencies, personal strengths d t iti t iand opportunities to improve.

Build relationships and your network.Develop others (at all levels).p ( )

Do not underestimate the influence Do not underestimate the influence you have on those around youyou have on those around youy yy y

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A Few ResourcesA Few ResourcesGetting to Know Yourself:Leadership from the Inside Out by Kevin CashmanOn Becoming a Leader by Warren BennisNow, Discover Your Strengths by Marcus Buckingham & Donald Clifton

Leadership Concepts:The Leadership Challenge by Kouzes and Posner Positive Leadership: Strategies for Extraordinary Performance by CameronPositive Leadership: Strategies for Extraordinary Performance by CameronBuilding the Bridge as You Walk on It: A Guide for Leading Change by QuinnGood to Great and Good to Great for the Social Sectors by Collins

Developing Specific Leadership Skills:Presentations: I Can See You Naked by HoffCommunication: Crucial Confrontations by Patterson

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Shameless PlugsShameless Plugs

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NCHL Leadership Excellence Network NCHL Leadership Excellence Network (LENS)(LENS)(LENS) (LENS)

Join Us!

HUMAN CAPITAL INVESTMENT CONFERENCELEVERAGING LEADERSHIP PRESENTATIONS

Culture Change & InnovationCONE HEALTHCultural Transformation Drives Breakthrough

HOLY FAMILY MEMORIALRoadmap to Results

LEVERAGING LEADERSHIP PRESENTATIONS

Cultural Transformation Drives Breakthrough PerformanceR. Timothy Rice, CEOJoan Evans, Vice President, People Development & Chief Learning Officer

Roadmap to ResultsMark Herzog, President & CEOLaura Fielding, Administrative Director

Chief Learning Officer

FROEDTERT HEALTHCreating a Workplace of ChoiceCatherine Jacobson, President & CEO

HOSPIRAIgnite Programming Sparks the Fire Within Its Employees 

John Panel, Chief Learning Officer Thomas Moore, President, Hospira USPamela Puryear, Vice President

HENRY FORD HEALTH SYSTEMB ildi Ad d L d hi A d

STANFORD HOSPITAL & CLINICSR id C lt Ch i A d i M di lBuilding an Advanced Leadership Academy

Robert Riney, President & COOKathy Oswald, Senior Vice President & Chief Human Resource Officer

Rapid Culture Change in an Academic Medical Center; This is Not an OxymoronAmir Dan Rubin, President & CEODale Spartz, Vice PresidentT dd P i Di tTodd Prigge, Director

HUMAN CAPITAL INVESTMENT CONFERENCELEVERAGING LEADERSHIP PRESENTATIONS

Diversity & InclusionPIEDMONT HEALTHCAREThe Gender Gap in Healthcare

SODEXOMaking Every Day Count

LEVERAGING LEADERSHIP PRESENTATIONS

The Gender Gap in HealthcareMichele Molden, Executive Vice President & Chief Transformation Officer

Vanessa Austin, President, Women’s Leadership Alliance

Making Every Day CountPatrick Connolly, COO & President of Healthcare Market

Karen Penn, Vice PresidentAlliance

Clinical & Interdisciplinary Leadership DevelopmentNORTH SHORE‐LIJ HEALTH SYSTEMPhysician Leadership Development for the New

UNIVERSITY OF PENNSYLVANIA HEALTH SYSTEMOur Big Ideas Increasing the Capacity forPhysician Leadership Development for the New 

Healthcare EnvironmentMichael Dowling, President & CEOJeremy Boal, MD, Senior Vice President & Chief Medical Officer

Our Big Ideas – Increasing the Capacity for Innovation in Penn MedicineKevin Mahoney, Vice Dean, Senior Vice President, & Chief Administrative Officer

Judy Schueler Vice PresidentMedical OfficerJoseph Cabral, Senior Vice President & Chief Human Resource Officer

Alan Cooper, PhD,  Vice President

Judy Schueler, Vice President

Good luckGood luck on the journey

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Christy Harris Lemak

734 936 1311734-936-1311chrislem@umich.edu