Leader (noun) : TEAM DEVELOPMENT: LEADERSHIP DEFINITION 6/25/2015

Transcription

1 TEAM DEVELOPMENT: LEADERSHIP Meghan Williams Customer Relations Coordinator HomeTown Health, LLC DEFINITION Leader (noun) : 1

2 LEADER 1. A person or thing that leads 2. A guiding or directing head, as of an army, movement or political group Source: 2

3 DEFINITION Team (noun) : TEAM 1. Number of persons forming one of the sides in a game or contest 2. Number of persons associated in some joint action 3

4 SUCCESSFUL TEAMS Embrace all members for their contributions Share goals, successes and failures Abstain from an opponents approach Are flexible, adaptable and open to change Composed of leaders (internally) that commission leaders (externally) AM I A LEADER? Do others in my department or who work close to me follow my actions or share my attitude? Does how I perform set a standard for how others close to me perform? Do others come to me with their problems, ask for my advice, or rely on me to help them? Do others follow my lead in times of change or uncertainty? Do others trust me to work with them, to give good advice, or to help solve problems that arise? 4

5 JOHN Q. ADAMS - If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. ONE WORD RESPONSE A Key Characteristic of a Leader is: 5

6 LEADING BY EXAMPLE Show buy in utilize we and focus on team accomplishments and agreement with corporate culture Be an encourager help celebrate team member accomplishments, be complimentary of their skills, and intentionally invest in their success Recognize that there is no person who isn t important to the function of your facility treat all with respect and include them in the work Know and follow your facility s vision, strategic plan and customer service emphasis 6

7 FILL IN THE BLANK It is hard to follow a leader Leader who: 7

8 LEADING IS NOT Accomplished by the diminishing of others Adopting an unteachable attitude demonstrating a know it all persona Undermining of others, corporate goals or performance achievements Fostering a negative environment bolstering unnecessary competition, isolation of team members, or undue hierarchy Establishing a all about me reputation or environment being centered on what it accomplishes for you personally Manipulating team members to your way 8

9 LEADING IS.. Demonstrated by initiative Consistent regardless of audience Recognizes when you have the solution and takes action to provide it Knows how to find the person with the solutions when they don t have them Aware that there are always people watching and deciding how they will act based on what they see Manages emotions to provide confidence, compassion, empathy and partnership LEADING IS.. Reliant on Attitude and expression of that attitude Requires Execution action, follow-through and follow-up Involves Growth education, skill sets Adapting to Change remaining open-minded Evolving your Communication Skills Showing Up Doing Right Working Well 9

10 FILL IN THE BLANK My goal is to be a Leader who: WHY IS THIS IMPORTANT? Leaders are often reliant on their entire leadership team for effectiveness Leaders can undermine their influence through negative behaviors and team experiences Leadership teams can cripple or enhance employee buy-in, goal achievement and morale Our own leadership methods, styles and preference impacts my team participation and team accomplishment 10

11 RECOGNITION Must recognize the differences in employee positions/functionality Must recognize the unique challenges of team members Must recognize the strengths of multi-level perspective and skills FILL IN THE BLANK My TEAM must have to be successful. 11

12 JOHN BUCHAN- The task of leadership is not to put greatness into people, but to elicit it, for the greatness is already there. 12

13 TEAM DEVELOPMENT: SUCCESSION PLANNING Process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available or as WE move up. Leaders now need to envision what would happen if various people/positions retired or leftwhere are the gaps? We should have a PLAN that outlines training for qualified staff. - Use detailed position descriptions - List of skills considered helpful and those that are not TEAM DEVELOPMENT: SUCCESSION PLANNING Few managers/leaders have complete skill sets when they first begin- they must be developed. Leadership styles can vary: How we do identify potential employees to assume our role? - Those that perform well during time of change - Those that are strategic thinkers -Flexible - Empathetic and Caring - Specific Technical Skills - People Skills What are we doing now to mentor or develop these employees? 13

14 NEW HIRE TO LEADER: SIMPLE TOOLS Ask all direct reports to propose 2 solutions when they ask for management guidance. This helps employees develop thinking skills and keeps manager abreast of what employees think is important. When employees ask for a decision and the manager s first thought is, It doesn t matter, let the employee(s) decide! Emulate leaders who inspire you, and teach employees to do the same. Embrace diversity, allowing everyone to express opinions Acknowledge outstanding ideas, and learn from employees Make un-technical education a priority (personnel management, interpersonal skills) Whenever possible, invite employees into the management process TEAM DEVELOPMENT: MENTORING Mentor: a role model, teacher, sponsor, coach, guide, advisor, counselor, inspiring leader, an esteemed connection. 14

15 DISCUSSION Think about a Mentor you had in the past what did you learn from that experience? TEAM DEVELOPMENT: MENTORING An important gift health care leaders can give to their professions is to serve as mentors for those who will lead health care organizations and institutions into the next decades. What does a mentorship look like? Mentor and mentee choose to enter into a mentoring relationship, although they can start out spontaneously The two parties agree on the goals for the mentorship and work together toward those goals Mentorships may last the lifetime of the individuals, but most are of a mutually set duration Varies based on goals, but generally includes: role modeling; general support; life balance in work; managing a career; networking, management skills, decision-making, etc. 15

16 MENTORSHIP: BENEFITS FOR THE MENTOR Enhance your OWN skills. can facilitate your own professional growth, making you more of an asset to your organization. strengthen your coaching and leadership skills by working with individuals from different backgrounds and with different personality types. Improve your OWN performance. Must set a good example for your protégé- knowing that you are responsible might motivate you to work harder. Can give you a fresh perspective on your performance. (Getting asked why may cause you to reflect and improve!) Develop and retain talent in your organization and department. Create a legacy. The knowledge you foster in your protégé/mentee can inspire new ideas for generations to come. Help carry on your organization's legacy by passing on its values and mission to your mentee As one nurse executive said, "It's up to us as leaders to show how our organization's cultural expectations affect our decisions in budgets, patient care, and leadership. Without mentoring, our mission could get lost." Recognition Evaluation/Ad aptation Leadership & Influence SUCCESS GOAL ACHEIVEMENT Execution/Acti on Team Formation & Development Mentorship 16

17 REFERENCES wsj&url= REFERENCES LTI&utm_source=Pinterest&utm_medium=Pinterest ( "Leadership: Good Training Programs Ensure Smooth Succession, Jeannette Wick, Rph, MBA. Pharmacy Times Magazine, April ( 17

18 ACTIVITY 18