LEADERSHIP

LEADERSHIP

William A. Peck, M.D.Director, Center for Health Policy

Alan A. and Edith L. Wolff Distinguished Professor of MedicineFormer Dean, School of Medicine, Washington University in St. Louis

1/15/14; Pediatric Leadership Dev., St. Louis Children’s Hospital

“Strength and

wisdom are not

opposing values.”

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“I am extraordinarily patient – provided I get my own way in the end!”

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LEADERSHIP

The single most important determinant in the success of virtually any entity.

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Leader/Manager (overlapping)

• Coach/Quarterback

• Future/Present

• Do the right thing/Do things right

• Plan, engage, launch/implement

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The “Process” Elements of Leadership – A Checklist (assuming the vision)

• Lead by example

• Listen aggressively

• Communicate purpose and meaning

• Create a climate of trust

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The “Process” Elements of Leadership – A

Checklist• Take calculated risks

• Stretch the boundaries of standard procedure

• Build up your people

• Improve their quality of life

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The “Process” Elements of Leadership – A

Checklist

• Generate unity

• Facilitate

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Contributing Principles – YOU!

• Character, persona and process (given intelligence, “expertise”, desire).

o Character – honesty, ethics, values

o Persona – fundamentally, who you are

o Process – how you behave

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Lessons from the Top

The Search for America’s Best Business Leaders (1999)

Edited by Thomas Neff and James Citrin (Spencer Stuart leaders)

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Self-Awareness:

• Perceptions and Assessments of You (by you and by others):

o Do you take time for self-reflection? Are you honest?

o Who are you when you are at your best AND worst?

o What fires you up?

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Self-Awareness:

o Do you believe that you can improve your leadership skills?

o Are you aware of resources to assist you?

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The Q’s

Dominant, Warm

Q4

Submissive, Warm

Q3

Dominant, Hostile

Q1

Submissive,Hostile

Q2

Courtesy of Psychological Associates

Assessing Leadership

• Qualities ex ante

• Process

• Progress

• Results ex post

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What causes leadership failure?

• Unawareness of self

• Externals

• Misfits

• Character

• Incompetence

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Resources for Leadership Enhancement:

• Self

• Family

• Friends

• Peers

• Reports (by example or counseling)

• Employees

• The literature

• Objective assessment and coaching

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Bonuses:

Supportive external and

internal uncontrollabl

es

Supportive significant

other

Sense of humor Luck!

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Successful leaders delegate effectively

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The “pitfalls” of delegation:

• Misjudging capacity, motivation – picking the wrong person

• Making vague, ambiguous requests

• Asking for results you do not want or need

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The “pitfalls” of delegation:

• Abandoning the delegate – hoping they will do a good job on their own

• De-motivating by failing to yield enough control

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New Ballgame!• Resource limitations;

• Public trust;

• Mobility;

• Communication expansion1/15/2014 21

ISSUES

Academic vs. business components –institution, department and division.

The dominant goal – academic success. (Must succeed economically.)

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ISSUES

Lengthy “activity” cycle – quarters vs. years.

Leaders may have existential leadership experiences, lack general “leadership” experience/training at all levels.

Not often subject to in-depth assessment ex ante nor ex post.

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ISSUES

“Vertical” department structure.

The faculty as “independent contractors” – often with tenure or quasi tenure – and academic freedom.

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ISSUES

Marked range of personality structures among faculty.

Huge external resource dependence.

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Practical Qualities:Contribute to, enjoy and reward others’ successes.

Open door – walk around!

Communicate openly, seek advice and criticism.

Provide coaching for junior people.

Priority: Family, significant others.

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Patrick Lensioni’s Model: 5 Dysfunctions of

a Team

Inattention to RESULTS

Avoidance of ACCOUNTABILITY

Lack ofCOMMITMENT

Fear ofCONFLICT

Absence ofTRUST

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Results: Strong teams never lose focus on results

Results

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Teams that trust one another:

• Engage in conflict;

• Commit to decisions;

• Hold one another accountable

• Will likely set aside their individual needs and agendas and focus almost exclusively on what is best for the team and its results

References:Linda L. Martin and David D. Mutchler. Fail-Safe Leadership, Delta Books, 2006.

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