Who Are You? A Leader?

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2 Who Are You? A Leader? Pharmacy One Source 2010 Ernest R. Anderson, Jr., MS, FASHP, FMSHP System Vice President of Pharmacy Caritas Christi Health Care Brighton, Massachusetts

3 Learning Objectives Identify the 4 quadrants of Covey's Time Management Matrix Identify 4 personal and 4 social competencies of Emotional Intelligence Identify the 2 marks of a leader according to Ken Blanchard

4 Leadership - Definition Leadership is communicating the worth of potential in others that they come to see it in themselves. Leadership ignites the fire of worth and potential in others.

5 "Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine." ~ Lance Secretan

6 The Quadrant II Time Management Matrix Urgent Crises, Pressing problems Last-minute meetings Cramming on projects Rushing to meet deadlines Needless interruptions Unimportant phone calls Unnecessary reports Unimportant meetings Some people Non - Urgent Preparation, planning Crisis prevention Relationship building Needed relaxation Skill improvement, getting job done in reasonable time Busy work Junk mail Excessive relaxation Idle chit-chat Time wasters

7 The Level 5 Hierarchy Level 5 Executive Builds enduring greatness through a paradoxical combination of personal humility plus professional will Level 4 Effective Leader Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards Level 3 Competent Manager Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Level 2 Contributing Team Member Contributes to the achievement of group objectives; works effectively with others in a group setting. Level 1 Highly Capable Individual Makes productive contributions through talent, knowledge, skills, and Collins J. Harv Bus Rev. 2001;79: good work habits.

8 Meet the Tates You ve heard of the Tate family that pervades every organization. There is Dick Tate, who wants to run everything. Ro Tate tries to change everything. Agi Tate stirs up trouble whenever possible, and Irri Tate always lends him a hand. Whenever new ideas are suggested, Hesi Tate and Vegi Tate pour cold water on them. Imi Tate tries to mimic everyone, Devas Tate loves to be disruptive, and Poten Tate wants to be a big shot. But it s Facili Tate, Cogi Tate, and Medi Tate who always save the day and get everyone pulling together. Co-op Magazine.

9 Actions Awareness Emotional Intelligence The Competency Framework Self Others Self Awareness Social Awareness Emotional Self-Awareness Empathy Accurate Self-Assessment Organizational Awareness Self Confidence Service Orientation HayGroup Self-Management Emotional Self-Control Trustworthy &Transparent Conscientiousness Adaptability & Optimism Achievement Orientation Initiative Relationship Management Developing Others Inspirational Leadership Influence & Communication Change Catalyst Conflict Management Building Bonds Teamwork & Collaboration

10 Emotional Intelligence I have found, however, that the most effective leaders are alike in one critical way: they all have a high degree of what has come to be known as emotional intelligence. It s not that IQ and technical skills are irrelevant. They do matter but mainly as threshold capabilities ; that is, they are the entry level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Goleman D. Working With Emotional Intelligence Daniel Goleman

11 Emotional Intelligence After reviewing the internal studies done by nearly 200 large companies of their most successful employees, Goleman concludes, "The research shows that for jobs of all kinds, emotional intelligence is twice as important an ingredient of outstanding performance as cognitive ability and technical skill combined. Goleman continues, "And the higher you go in the organization, the more important these qualities are for success. When it comes to leadership, they are almost everything. Goleman D. Working With Emotional Intelligence

12 PERSONAL Self Awareness Importance 1-3 Self rating 1-10 Direct Report Rating Emotional Self Awareness: Recognizes feelings and how feelings affect one s job performance 2. Accurate Self Assessment: Recognizes strengths and weaknesses and works on improvements 3. Self Confidence: Presents in assured, forceful, impressive, and unhesitating manner Self Management Importance 1-3 Self Rating 1-10 Direct Report Rating Emotional Self Control: Stays calm, unflappable, and clearheaded in high stress situations 5. Trustworthiness: Openly admits faults or mistakes and confronts unethical behavior 6. Adaptability: Is comfortable with ambiguities and adapts to new challenges 7. Conscientiousness: Takes personal responsibility to make sure that tasks are completed Leader s Playbook Reldan S. Nadler 8. Achievement Orientation: Works through obstacles and takes risks to meet his/her challenging goals and continually improve 9. Initiative: Seizes or creates opportunities for the future

13 Social Social Awareness Importance 1-3 Self Rating 1-10 Direct Report Rating Empathy: Understands others perspectives; is open to diversity 11. Organizational Awareness: Understands the political forces and unspoken rules at work 12. Service Orientation: Is proactive about customer satisfaction and addresses underlying needs Relationship Management Importance 1-3 Self Rating 1-10 Direct Report Rating Developing Others: Gives timely and constructive feedback; mentors 14. Inspirational Leadership: Communicates a compelling vision; inspires others to follow 15. Influence: Finds the right appeal to build buy-in; develops a network of influential parties 16. Change Catalyst: Leads change efforts and champions the new initiative 17. Communication: Effective give-and-take with others; continually fine tunes his/her delivery 18. Building Bonds: Builds strong networks and uses them for answers and support Leader s Playbook Reldan S. Nadler 19. Conflict Management: Understands all sides and finds common ideals to endorse 20. Teamwork and Collaboration: Is encouraging and draws others into an active commitment for the collective effort

14 Ken Blanchard The Servant Leader Starts with the heart of the leader WIIFM? How can I help you succeed? Marks of a leader Handling feedback Succession planning Leader casts the vision Groups purpose Goals for the future Group s value system

15 #5 Seek First to Understand, then to be Understood Empathic Listening Mimic the content of the communication Rephrase content Reflect feelings Rephrase content and reflect feelings Learn when not to reflect

16 #6 Synergize = 3 Value and Respect the Differences in People Right brain left brain Male Female Don t stereotype

17 Brain Dominance Theory Left Brain Logical Verbal Words Parts Specifics Analysis Sequential thinking Time bound Right Brain Intuitive Creative Pictures Whole Relationship of parts Synthesis Simultaneous thinking Time free Need for good crossover

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20 The Women s Perspective

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22 Working Group Matrix Common ground Private (things I see & don t want others to see) Blind (things I don t see, but others see) Hidden (neither see) Jahyr

23 Work 5 elements Professional 5 elements Young People 5 elements Family and Personal 5 elements Spiritual 5 elements My Life Plan

24 Element 1. a. b. c. d. e. 2. a. b. c. d. e. 3. a. b. c. d. e. Goals My Life Plan 4. a. b. c. d. e. 5. a. b. c. d. e. Name Date

25 Two Pivotal Leadership Questions Who Am I? What do I want to do?

26 Does Your Passion Match Your Aspirations? Take the Passion Test 1. Do I feel strongly about the need for this? 2. Does the idea fit my long-held beliefs, values, and convictions? 3. Have I dreamed about something like this for a long time? 4. Do I think that this is vital for the future of people I care about? 5. Do I get excited when I think about it, and convey excitement when I talk about it? 6. Am I convinced that this can be accomplished? 7. Am I willing to put my credibility on the line to promise action on it? 8. Am I willing to spend time to sell it to others who might not understand or support it? 9. Can I make this the major focus of my activities? 10. Am I willing to devote personal time, above and beyond organizational time, to see that this happens? 11. Do I feel strongly enough to ignore negativity and fight for this? 12. Am I committed to seeing this through, over the long haul? Passing the passion test doesn't guarantee success, but without it, the journey can't even begin.

27 "There are two lasting bequests we can give our children. One is roots, the other is wings." Hodding Carter, Jr.

28 Attitude is Everything!

29 Attitude is Everything! Don t ever sell yourself short. God s purposes are greater than man s purposes. There is much to do and much that you are capable of doing. What kind of world do you want? Play your roll in God s economy.

30 Conclusions It s been my pleasure Any other questions? Thanks for your attention! ernest.anderson@caritaschristi.org

31 References Blanchard K. The Servant Leader. J. Countryman Pub Collins J. Level 5 Leadership: The triumph of humility and fierce resolve. Harv Bus Rev #5831. Conger JA. The necessary art of persuasion. Harv Bus Rev #4258. Conger JA.Winning em over: A new model for managing in the age of persuasion. Simon & Schuster. Goleman D. What makes a leader? Harv Bus Rev #X Goleman D. Leadership that gets results. Harv Bus Rev #R Goleman D. Working with emotional intelligence. Bantam Harkins PJ. Powerful conversations: How high impact leaders communicate. McGraw Hill Kotter JP. What Leaders Really Do Harv Bus Rev #R0111F. Kouzes JM, Posner BZ. The leadership challenge. Jossey-Bass McClelland DC, Burnham DH. Power is the great motivator Harv Bus Rev #X Hay/McBer. Emotional Intelligence Resources HYMB-PC ECI Pres Schein E. Organizational Culture and Leadership. Jossey-Bass Simmons A. The story factor: Secrets of influence from the art of storytelling. Perseus Publishing Groberg DH. Sources of Leadership Success. The Covey Leadership Center. Secretan LHK. Inspirational leadership; destiny, call and cause. Macmillan of Canada, 1999 Nadler RS. Leader s Playbook. Psyccess Press- A Division of True North Leadership 2007

32 References Download Emotional Intelligence Inventory document Download Life Plan Template document