293_bellile_corky_072906_111705021515

November 19, 2005 Marianjoy Rehabilitation Hospital Wheaton, Illinois

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Creating & Managing Your Creating & Managing Your

Future: Is Leadership For You?Future: Is Leadership For You? Corky Bellile, MS, CCC-SLP

Vice President Outpatient Operations & Allied Health Services

Linda Peterson, MS, MBA, CCC-SLP

Vice President Mission, Network Services & Physician Practice Development


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Marianjoy Rehabilitation HospitalMarianjoy Rehabilitation Hospital

Opening Fall 2006


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Program OverviewProgram Overview

Emotional Intelligence Myers-Briggs Manager vs. Leader The Effective Leader Behavioral-Based Interviewing Conflict Management Leadership Opportunities, Challenges &

Realities Work/Life Balance


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Author unknownAuthor unknown

Great Leaders aremade, not born


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Emotional IntelligenceEmotional IntelligenceDefinition: How we handle ourselves and our relationships – can determine life success more than IQ (Intelligence Quotient).


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Emotional IntelligenceEmotional IntelligenceSuccess of Leaders is dependent on how they do something…whether they are upbeat, enthusiastic and “move us” or whether they a negative, passive-aggressive, and zap us of our enthusiasm or cause distress.


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Emotional Intelligence DomainsEmotional Intelligence DomainsSelf Awareness and Self Management

Foundation of EI Facilitates empathy and self-management

which allows for effective relationships management

If we can’t recognize our own, how can we manage others?

Good insight into how my feelings are affecting me, my job performance, my relationships

Critical to be empathetic


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Emotional Intelligence DomainsEmotional Intelligence DomainsSocial Awareness

Needs to be tuned in to the situation How others are feeling …. in order to react

appropriately to the moment Listen, observe, and understand others’

perspective Keeps everyone in line and on the same page Avoid being “cold hearted”


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Emotional Intelligence DomainsEmotional Intelligence DomainsRelationship Management

Once a leader understands and can speak to their vision / values and understands the “pulse” of the group, they can guide the group


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Four Competencies Of Favorable Four Competencies Of Favorable Emotional IntelligenceEmotional IntelligenceDrive to achieve resultsAbility to take initiativeSkills in collaboration and teamworkAbility to lead teams


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““A good leader is A good leader is notnot someone who has an someone who has an answer to everything --- a good leader is answer to everything --- a good leader is someone who achieves results through a team someone who achieves results through a team effort”effort” -- -- AnonymousAnonymous


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Emotional IntelligenceEmotional IntelligenceEI vs. IQ

EI contributes 80-90% of the competencies that distinguish outstanding from average leaders

IQ – clearly important – particularly in LT visionand strategic planning; however, in higher levels of organizations, differences in technical skills becomes less important or not important at all.


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Leadership StylesLeadership Styles Tools to assess your style

Myers-Briggs: Personality type indicator Keirsey &Bates: Shorter test, variation to Myers-Briggs

No one style is better or more effective An effective leader is one who can use a

combination of leadership styles: Situation People Circumstances Desired Outcomes


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Leadership StylesLeadership StylesMyers-Briggs Personality IndicatorsExtraversion or IntroversionSensing or IntuitionThinking or FeelingJudgment or Perception


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Myers-Briggs –Myers-Briggs – Extraversion (E) or Introversion (I)Extraversion (E) or Introversion (I)

Favorite World: Do you prefer to focus on the outer world or on your own inner world?


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Myers-Briggs –Myers-Briggs –Extraversion –Extraversion –

Like having people around and working on team


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Myers-Briggs –Myers-Briggs – Sensing (S) or Intuition (N)Sensing (S) or Intuition (N)

Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning?


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Myers-Briggs – Myers-Briggs – Thinking (T) or Feeling (F)Thinking (T) or Feeling (F)

Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances?


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Myers-Briggs –Myers-Briggs –Judging (J) or Perceiving (P)Judging (J) or Perceiving (P)

Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options?


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Myers-Briggs – Myers-Briggs – PerceivingPerceivingWant flexibility in their work


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Benefits of Understanding Benefits of Understanding Personality Type – in HealthcarePersonality Type – in Healthcare

Adjust communication (verbal and nonverbal) Determine and create protocols/programs for

good patient compliance Learn how to be flexible with patients Appreciate how patient is experiencing stress Know best method for delivering unfavorable

medical news


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Benefits of Understanding Your Benefits of Understanding Your Personality TypePersonality Type

Job Selection Work

o Job type/fieldo Environment (physical)o Cultureo Your Role with the Teamo Coping with Change

Customer A Tool to help you grow, achieve and prosper

in your life!


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“By developing individual strengths, guarding against known weaknesses, and appreciating the strengths of the other types, life will be more amusing, more interesting, and more of a daily adventure than it could possibly be if everyone were alike.”

Isabel Briggs Myers


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Given those definitions, write the letters that you think

correspond to your

personality type (e.g., ISFP)


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What are OUR types?What are OUR types?

Corky - ESFJ

Linda - ENTJ


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ESFJESFJ

Potential Pitfall

• May avoid conflict and sweep

problems under the rug

Suggestion for DevelopmentMay need to learn how to pay attention

to differences and manage conflict


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ESFJESFJ

Potential PitfallMay ignore their priorities because of a

desire to please others


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ESFJESFJSuggestion for

DevelopmentMay need to factor

in their personal

needs and wants


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ESFJESFJ

Potential Pitfall

• May not always take the time to step back,be objective, and see the bigger picture

Suggestion for DevelopmentMay need to consider the logical, global

implications of their decisions


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ENTJENTJ

Potential PitfallMay overlook people’s needs and

contributions in their focus on tasks.


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ENTJENTJSuggestion for

Development May need to factor in the

human element and appreciate

others’ contributions


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ENTJENTJ

Potential Pitfall

• May decide too quickly and appear

impatient and domineering

Suggestions for DevelopmentMay need to take time to reflect and

consider all sides before deciding


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ENTJENTJ

Potential Pitfall

• May ignore and suppress their own and

others’ feelings


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ENTJENTJ

Suggestion for DevelopmentMay need to learn to identify and value

feelings in both themselves and others


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“When people differ, a knowledge to type lessens friction and eases strain. In addition, it reveals the value of differences.”

Isabel Briggs

Myers


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Lessons Learned Lessons Learned

Those who know you and your type will access you accordingly

Understand, appreciate, and respect differences in others

GO WITH YOUR STRENGTHS!!

Use the knowledge of self and others to

influence


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Manager vs. LeaderManager vs. Leader

What are the differences?What are the differences?


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Manager vs. Leader: DefinitionManager vs. Leader: DefinitionManager Maintaining & managing

the status quo Directs/oversee people or

processes Handles day-to-day

functions Most concerned with

efficiency The “how” structure (e.g.,

policies, procedures, systems)

Leader Has commanding

authority or influences future happenings

Concerned with effectiveness

Visionary Emotional intelligence is

typically high Handles self &

relationships in a positive manner


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Manager vs. Leader: AccountabilityManager vs. Leader: Accountability

MANAGER “I implement the

rules”

LEADER “I know these rules

seem arbitrary but they actually serve a good purpose.”

“Let me show you how you can use them to your advantage.”


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Manager vs. Leader: PowerManager vs. Leader: Power

MANAGER Positional over

people

LEADER• Power with people


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Manager vs. Leader: ControlManager vs. Leader: Control

MANAGER Directs the doing

LEADER Provides tools and

training, then allows employees to “do it” by letting go


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Manager vs. Leader: ProblemsManager vs. Leader: Problems

MANAGER Solves problems

LEADER Facilitates employees

in resolving problems


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Manager vs. Leader: GoalsManager vs. Leader: Goals

MANAGER Arise via necessity

LEADER Arise via desire;

proactive


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Manager vs. Leader: ResponseManager vs. Leader: Response

MANAGER People “do” because

they’re told to “do

LEADER Influences the way

people think, gets buy-in; at the core is trust


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Manager vs. Leader: ChangeManager vs. Leader: Change

MANAGER Maintains status

quo Reactive

LEADER Constantly

challenging the status quo

Creates change and ensures people embrace it

Lets followers determine the best way for improvement


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Manager vs. Leader: RepresentationManager vs. Leader: Representation

MANAGER Limitations-focused

on present vs. new possibilities

LEADER Growth - “the sky

is the limit” New possibilities


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Avoid bad habits... Don’t think Avoid bad habits... Don’t think that it can’t be donethat it can’t be done


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Manager vs. Leader: FocusManager vs. Leader: FocusMANAGER Concerned with

Efficiency – Sets objectives and focuses on achieving goals (e.g. increasing productivity)

Tells employees “work smarter, not harder”

LEADER Concerned with

Effectiveness – Are we doing the RIGHT thing?

Leads their followers to the fulfillment of their potential: from where they are to where they could be


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Manager vs. Leader: HOW vs. Manager vs. Leader: HOW vs. WHAT, WHY & WHO?WHAT, WHY & WHO?MANAGER Understands how

things work and how to accomplish the work

LEADER Determines what

needs to be done and why (sets the vision)

Is open to how those goals are reached


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A good leader always looks at A good leader always looks at where they are going...where they are going...


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Manager vs. Leader: Make upManager vs. Leader: Make up

MANAGER Structure – systems,

controls, procedures, policies

LEADER

• People and relationships

• Trust

• Humility


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Manager vs. Leader: Financial Manager vs. Leader: Financial StewardshipStewardship

LEADER• Horizon-Is a visionary

• Creating a new future for themselves and their followers guided by their day-to-day decision making

• Sees beyond the bottom line

MANAGER Bottom Line – “Are

we within budget”

“Are we meeting our goals”

Counts, records, measures


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Manager vs. Leader: Emotional Manager vs. Leader: Emotional IntelligenceIntelligence

MANAGER Present to a lesser

degree

LEADER A “must” to be

successful


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Characteristics of an Effective LeaderCharacteristics of an Effective Leader Character Attitude

Positive “I own this” Open-minded Considers “new possibilities” and is a “change

agent,” Has a sense of humor


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““There is little difference in people, There is little difference in people, but that little difference makes a big but that little difference makes a big difference.difference.

The little difference is attitude.The little difference is attitude.

The big difference is whether it is The big difference is whether it is positive or negative.”positive or negative.”

W. Clement StoneW. Clement Stone


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Characteristics of an Effective LeaderCharacteristics of an Effective Leader CharacterIntegrity

Demonstrates respect for self and others especially during “challenging times”

Modest Honest Fair


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Characteristics of an Effective LeaderCharacteristics of an Effective Leader CharacterRole Modeling

Accountable for their actions Believe they have the power to self manage vs.

being managed by others Principles exhibited through behaviors/actions

vs. words/language


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Characteristics of an Effective Characteristics of an Effective Leader Leader Job Performance/Results Results Oriented

Demonstrates initiative,drive, high standards, is focused on goals and outcomes, is accountable for results

Understands the “big picture” Values people (internal and external),

finances, processes, environment, and situation


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““A good leader is A good leader is determined”determined”


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Characteristics of an Effective Characteristics of an Effective LeaderLeader Job Performance/ResultsCustomer Focused

Customer is the center of decision making, listens and reacts to customer feedback

Sets measurable standards, monitors, and takes action accordingly


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Characteristics of an Effective Characteristics of an Effective Leader Leader Innovation

Bright Ideas Entertains new ways of thinking Thinks outside of the box


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““A good leader A good leader is always alert is always alert for new and for new and creative creative ideas... You ideas... You never know never know what’s in your what’s in your grasp” grasp”


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Characteristics of an Effective Characteristics of an Effective LeaderLeader

InnovationRemoves “Silo” theory

Understands workflow of operations across departments and systems

Systems Thinker


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Characteristics of an Effective Characteristics of an Effective Leader Leader Innovated

Mentoring/Coaching Removes barriers to employees meeting goals Facilitates staff to self manage Motivates and challenges staff Creates a learning environment


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The only legacy weleave behind is those

we teach

Quint Studer


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Characteristics of an Effective Characteristics of an Effective Leader Leader

Relationships/Interpersonal SkillsCommunication

Listens Fosters 2-way communication resulting in a

win-win results Communicates in a clear, respectful, and

concise manner


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““There are tones of voice thatThere are tones of voice thatmean more than words”mean more than words”

Robert FrostRobert Frost


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Characteristics of an Effective Characteristics of an Effective Leader Leader

Relationships/Interpersonal SkillsTeam Player

Supports and empowers others Never says “That’s not my job” Puts organization/team before self


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Characteristics of an Effective Characteristics of an Effective Leader Leader Relationships/Interpersonal Skills Relationship Building

Recognizes and rewards publicly, says “Thank you for ____ (being specific)

Genuine Trustworthy Credible Demonstrates exceptional Emotional Intelligence

(EI) Influencing is what counts


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Behavioral Based InterviewingBehavioral Based Interviewing

What is Behavioral Based Interviewing?A type of interviewing used to evaluate a candidate’s experiences and behaviors in order to determine their potential for success.


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The interviewer/employer identifies desired skills and behaviors necessary for the position and/or organization then structures questions to get detailed responses.


How does it work?


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The basic premise is “the most accurate predictor of future performance is past performance in a similar situation.” Employers want to accurately forecast how an individual with perform in a particular job before making an offer.


Why use this technique vs. “traditional” interviewing?


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Don’t hire just another pretty face!


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Traditional vs. Behavioral Traditional vs. Behavioral InterviewingInterviewingTraditional: You may be allowed to

project what you might or should do in a given situation

Behavioral: Looking for past experiences/actions only


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Traditional vs. Behavioral Traditional vs. Behavioral InterviewingInterviewing

Behavioral Based Question: “Give me a specific example of a time when you had to address an angry customer. What was the problem and what was the outcome?”

ExampleTraditional Interview Question: “How would

you address an angry customer?”


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Behavioral Based Interviewing - Behavioral Based Interviewing - FocusFocus

Specific Skills and Knowledge Ability to perform particular functions of the

job How you make decisions How you analyze a problem and resolve it

(situation, action, result – “story”) How you use communication skills with others Questions are “tested” for consistency


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“It’s not experience that counts, or college degrees, or other accepted factors, - success hinges on a person’s fit with the job.” That fit is based upon one’s thinking and reasoning styles, occupational interests, and behavioral traits being consistent with the demands of the particular job…a Job Match based upon empirical analysis!

Harvard Business Review


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What constitutes a “good behavioral inquiry?” A “SHARE” response!SituationHindrancesActionResults/ConsequencesEvaluation


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Role PlayRole Play

Volunteer?We pay WELL!


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Traditional and Behavioral Based Interview Questions –

Must Have’s

This is where

YOU talk!


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Management or Leadership Roles Management or Leadership Roles for Speech Therapist/Audiologistfor Speech Therapist/AudiologistInformal (no title needed) Demonstrated by…

Technical skills Involvement in activities or processes – by

“actions” (e.g., committee work) Responsibilities assigned and/or requested

(being proactive and involved) Viewed by others as leader (through your

communication, action, character)


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Management or Leadership Roles Management or Leadership Roles for Speech Therapist/Audiologistfor Speech Therapist/AudiologistFormal (with a title) Site Leader Team Leader Supervisor Coordinator Manager Assistant Director Director Clinical Leader/Educator


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Management or Leadership Roles Management or Leadership Roles for Speech Therapist/Audiologistfor Speech Therapist/AudiologistDiscipline Specific Speech and Audiology Includes other related disciplines (e.g.,

Physical Therapy, Occupational Therapy) Includes “non-related” disciplines (e.g.,

Cardiology) Senior Level Roles (Vice President, Chief

Operating Officer) typically involves a wider scope of responsibilities (both clinical and non-clinical)


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Leadership Development Leadership Development OpportunitiesOpportunities

Formal ASHA – Special Interest Division (SID) 11 –

Administration and Supervision State Organization – E.g., Supervision

Committee Area Groups – e.g., West Suburban Speech

Language/Hearing Association Continuing Education programs at State

Organization and ASHA Advance degree – MBA, MHA, Public Health


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Leadership Development OpportunitiesLeadership Development OpportunitiesInformal Networking with others – within and outside of Speech-

Language Pathology & Audiology Within your organization – through your Human

Resources Department – Organization Development area

Look, Listen and Learn – what is it about a person that you’d like to emulate? Incorporate those behaviors and actions into your life!

Add “tools” to your toolbox – e.g., computer skills, regulatory knowledge

Get Involved…!


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Effective Leadership BehaviorsEffective Leadership BehaviorsClarify Purpose and DirectionBe UnderstandingProvide FocusManage ChangeCelebrate Diversity


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NO!

Are these leadership behaviors enough to Are these leadership behaviors enough to lead in Times of Change?lead in Times of Change?


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What is Conflict?What is Conflict?

Differences in perspective, beliefs, actions or interests.


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Why do Leaders needWhy do Leaders needConflict Management Skills?Conflict Management Skills?

Truly successful people…know something about how to relate to and motivate other people. They are able to work through conflicts in order to build more loyal and solid relationships. Successful people know how to resolve conflict…

The cowards guide to conflict Tim Ursiny, Ph.D.


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Leaders will be Called on to Leaders will be Called on to Manage ConflictManage Conflict

Increasing work force diversity

Emphasis on teams

Change management


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Leaders may become involvedLeaders may become involvedin Conflictin Conflict

Different perspectives, attitudes & behaviors

Turf wars

Hidden agendas


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Cost of conflict in the Cost of conflict in the workplaceworkplace

Turnover:- 85% of departing employees cite internal conflict as the job cause

Job Stress:- 75% of job stress is attributed to personal

conflict Time

- 42% of a manager’s time is spent on resolving conflict…..Conflict goes right to the bottom line!


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What words or feelings come What words or feelings come up for you when you think about up for you when you think about

conflict?conflict?


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Choices in Conflict ManagementChoices in Conflict Management

Negative

Avoid/ignore Give in Be Passive/

aggressive Bully Wait and get revenge

Positive

Deal with the issues Compromise Problem solve with

the other person Find a mutually

acceptable solution


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If the only tool you have is a If the only tool you have is a hammer, you tend to see every hammer, you tend to see every

problem as a nail.problem as a nail.Abraham MaslowAbraham Maslow


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Effective Conflict ManagementEffective Conflict Management

Analyze conflict

Understand the dynamics involved

Determine the appropriate method for resolution


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Conflict Resolution/ Negotiation Conflict Resolution/ Negotiation TechniquesTechniques

Mediation – a 3rd party acts as intermediary between parties & proposes solution for them to consider (non-binding)

Arbitration – parties agree in advance to abide by impartial 3rd party decision after both side have an opportunity to be heard Alternative dispute resolution – parties respectfully seek to resolve problem themselves


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Principles of Effective Conflict Principles of Effective Conflict ResolutionResolution

PEOPLE:

- Separate people from the problem

CRITERIA:- Develop an objective standard From Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher & William Ury

OPTIONS:

- Generate possibilities before deciding

INTERESTS:

- Focus on interests, not positions


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Steps to Handle ConflictSteps to Handle Conflict

Select time/place that fosters mutual respect Remember your goal Discover their goal Accept and validate their view Highlight areas where you both agree Look for win-win solutions Collaborate in selecting best alternative


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““Seek first to understand,Seek first to understand,then to be understood”then to be understood”

Steven Covey

7 Habits of Highly Effective People


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Learn to Listen Actively!Learn to Listen Actively!

Try to understand the other personAvoid “already always listening”Authentic listeningEmpathic listeningReflective listening


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Reflective Listening ExerciseReflective Listening Exercise

Reflect back (without judgement) what you hear the other person saying to you. See if you can summarize their main concern.

- DON’T predict, judge or argue mentally

- Listen to what is NOT being said

- Listen to HOW something is said

- Watch your body language• posture…eye contact…


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Reflective Listening Exercise: Reflective Listening Exercise: Student SupervisionStudent Supervision

A staff member complains to you that supervising a student takes too much time. She feels that it negatively impacts her productivity, her stress level and length of her work day.


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Reflective Listening Exercise: Reflective Listening Exercise: Holiday Work ScheduleHoliday Work Schedule

As the manager at a hospital, you must assure adequate coverage for patient care during the holiday week. You just published the staffing schedule and your staff are upset. As they talk to each other, the message escalates to “We NEVER get the time off we request. You don’t value us. How come we don’t get to spend time with our family like everybody else?”


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The human race has only one The human race has only one really effective weapon, and really effective weapon, and

that is laughter.that is laughter.Mark TwainMark Twain


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Leadership Challenges/RealitiesLeadership Challenges/RealitiesInternal: Work/Life Balance

Defining boundaries work and play “Not letting others’ down” can compete with personal time Balancing multiple priorities Stress!!

Expectations Boss’ and Physicians’ – in meeting goals

Decision making “Popular” or “unpopular” Being fair is better than being liked Leadership can be lonely


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Leadership Rewards: InternalLeadership Rewards: Internal Ability to be a “change catalyst” – can initiate,

manage, and lead in a new direction Opportunity to cultivate relationships Can set tone and expectations for processes Opportunity to mentor and lead others Opportunity to see the diamond in the rough Opportunity to see someone blossom Financial compensation typically increases as

you move up the ladder…but so do the expectations!


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Leadership RewardsLeadership RewardsExternal:Typically allows for development of

relationships outside of facility/systemSeen as a leader among your peersOpens new doors and opportunitiesOpportunity to network with others


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Creating a Work/Life BalanceCreating a Work/Life BalanceDefinition:Meaningful daily Achievement and Enjoyment

in Work, Family, Friends, and SelfAchievement Why do you want a better income…a new

car…to do a good job at workEnjoyment Happiness, Pride, Love, A Sense of Well

Being, Satisfaction …the Joys of Life!!


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How to Avoid Work/Life ImbalanceHow to Avoid Work/Life ImbalanceTry to be perfect…it’ll never work!Commit to unrealistic goals or

timeframes – you risk your credibility when they’re not achieved

Try to make everyone happy at your own expense – be realistic!

Avoid the “As Soon As” trap


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How to Create Work/Life BalanceHow to Create Work/Life BalanceLearn to self manage – organize,

prioritize, and do! Set boundaries for yourself

let other’s know of them too don’t feel guilty about them

Communicate – succinctly – verbally and in writing

Embrace your passion – learn to “work hard” so you can “play hard”


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Work really hard, but Work really hard, but remember remember to have fun!to have fun!


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How to Create Work/Life BalanceHow to Create Work/Life BalanceLook around you – do you have a role

model? If so, talk with him/her on how they create this balance

Acknowledge what is realistic given your external work responsibilities; develop a plan – follow it; when breakdown occurs, revise the plan and move on

Vacation – take one! Lose the guilt and enjoy it! Leave work at work!


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What have we learned in our What have we learned in our leadership climb…leadership climb…It is a continuous learning process in

developing great leadership skills


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““View your career as a View your career as a marathon, not a sprint”marathon, not a sprint”

AnonymousAnonymous


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What we have learned in our What we have learned in our leadership climb…leadership climb…Be a good listener…always! You’ll be

surprised at what you learnLearn from your mistakes; make changes;

move on!Reflect on the people who have been

instrumental in your leadership development and learning process…what is it about them that you’d like to emulate?


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What we have learned in our What we have learned in our leadership climb…leadership climb…What Employees Want Help when they need it To know you care about them

What Peers Want No Politics Cooperation

What Your Boss Wants Results Low maintenance


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What we have learned in our What we have learned in our leadership climb…leadership climb…Surround yourself with winners…soak

up their knowledge…learn, practice, act, evaluate, learn some more!!!


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What we have learned in our What we have learned in our leadership climb…leadership climb…Say “Thank you” more …acknowledging

others goes a long wayDress for successBe open to new possibilities…health

care is ever-changing…be “fluid” and change with it!


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““A good leader is always ready for A good leader is always ready for any surprise while working on the any surprise while working on the

project”project”


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What we have learned in our What we have learned in our leadership climb…leadership climb…“Balance” Don’t “Juggle” Take time for yourself and others


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Never UnderestimateNever Underestimatethe Differencethe Difference

YOUYOUCan Make!Can Make!


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What we have learned in our What we have learned in our leadership climb…leadership climb…

Have fun! Enjoy what REALLY COUNTS…we do!

293_bellile_corky_072906_111705021515

Documents

reflective

emotional

isabel briggs

personality

leadership

briggs extraversion

entjpotential

esfjpotential