you dont need a title to lead

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You Don’t Need a Title to Lead Amir K Jaffer, MD, MBA, SFHM

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You Don’t Need a Title to Lead

Amir K Jaffer, MD, MBA, SFHM

Mission and Vision• Why do we exist?• What are you trying to accomplish?• A vision is a statement about what your

organization wants to become.• Example: "Year after year, Westin and

its people will be regarded as the best and most sought after hotel and resort management group in North America." (Westin Hotels)

RUSH VISION & STRATEGIC PLANNING FRAMEWORK

November-December 2013

January-June 2014

FY 2015 & Beyond

4

Mission, Vision, Strategic Themes & Values

5

Mission:The mission of Rush is to provide the best health care for the individuals and diverse communities we serve

through the integration of outstanding patient care, education, research, and community partnerships.

Vision:Rush will be the leading academic health system in the region and nationally recognized for transforming

health care.

Strategic Themes:• The Best People• The Best Quality• The Best Programs• Highest Value

VALUES:– Innovation– Collaboration– Accountability– Respect– Excellence

The Best People The Best Quality The Best Programs Highest Value

Attract, develop and produce the next generation of exceptional health care leaders and professionals

Attain top ranked quality and safety outcomes

Achieve national recognition in key programs

Achieve market leadership on quality, access and cost

Attain national recognition as a leader for diversity, inclusion and engagement

Achieve exceptional clinical access and a consistently outstanding patient experience

Lead the development of innovative programs and partnerships that improve health and education and reduce disparities in our communities

Further clinical integration across Rush Health and other partnerships

Be a health care Employer of Choice in the Chicagoland area and one of the best nationally

Be a national leader in team based care and inter-professional education that has the patient at the center

Continue to attract exceptional program leaders who can deliver on the integrated mission of Rush

Deliver to employers and payers a comprehensive and geographically diverse provider network capable of assisting members of defined populations manage their health

Foster a just and ethical culture consistent with our ICARE values

Be a top ranked health sciences university

Conduct research that advances our understanding, treatment and prevention of disease, translating science into clinical care

Provide individualized care through the effective use of targeted therapies and evidence-based medical advances and techniques

Be an innovative leader in developing new information technologies that promote health, enable disease prevention and save lives

Provide high quality and high value educational experiences to all trainees

Strategic Themes and Goals

6

The Best People

Attract, develop and produce the next generation of exceptional health care leaders and professionals

Attain national recognition as a leader for diversity, inclusion and engagement

Be a health care Employer of Choice in the Chicagoland area and one of the best nationally

Foster a just and ethical culture consistent with our ICARE values

The Best Quality

Attain top ranked quality and safety outcomes

Achieve exceptional clinical access and a consistently outstanding patient experience

Be a national leader in team based care and inter-professional education that has the patient at the center

Be a top ranked health sciences university

Be an innovative leader in developing new information technologies that promote health, enable disease prevention and save lives

The Best Programs

Achieve national recognition in key programs

Lead the development of innovative programs and partnerships that improve health and education and reduce disparities in our communities

Continue to attract exceptional program leaders who can deliver on the integrated mission of Rush

Conduct research that advances our understanding, treatment and prevention of disease, translating science into clinical care

Highest Value

Achieve market leadership on quality, access and cost

Further clinical integration across Rush Health and other partnerships

Deliver to employers and payers a comprehensive and geographically diverse provider network capable of assisting members of defined populations manage their health

Provide individualized care through the effective use of targeted therapies and evidence-based medical advances and techniques

Provide high quality and high value educational experiences to all trainees

Vision for the Division of Hospital Medicine• To be the Best Academic Hospital Medicine Division in Chicago and

amongst one of the best in the Country by:– Providing the safest, quality & efficient clinical care with superior outcomes– Educating students, residents and fellows about the core competencies of

Hospital Medicine– Improving Patient Safety, Quality through performance improvement and

conducting research on diseases and people we care for– Ensuring utmost satisfaction of our

patients, providers and referring doctors

Quality and Efficient Clinical Care

Education

Patient Safety, QI andResearch

Satisfaction

Six Basic Leadership Styles

1. The Coercive Style2. The Authoritative Style3. The Affiliative Style4. The Democratic Style5. The Pacesetting Style6. The Coaching Style

Goleman 2000. HBR

Goleman’s Six Leadership Styles

Charismatic Leaders Seem to Shine

• Clear, fresh, new vision• Devoted to their vision• Great sacrifices• Create a sense of urgency• Use persuasion rather than force

to influence

Transformational Leaders Focus on People and Task

• Articulate a clear vision• Clarify the importance of the

vision’s outcome• Provide a well-defined path to

attain the vision• Act with confidence, optimism and

self-determination

Pragmatic Leaders—From the Ideal to the Real

• Vision is clearly a variation of the status quo

• Listen carefully to people• Make realistic decisions• Manage by numbers• Put right people in the job to get the job

done• Delegate responsibilities

The Ideal Leader

•Is one who can switch between these various styles depending on the organizational climate and the situation

Emotional Intelligence

• Is the ability to manage ourselves and our relationships effectively– Self Awareness– Self-Management– Social Awareness– Social Skill

Goleman’s Model of Emotional Intelligence

Kouzes and Posner Model

To be an Effective Leader You must

• Set the example• Envision the Future• Enlist Others• Search for Innovative

Opportunities• Comfortable with

Ambiguity• Take Risks

• Persistent• Excellent

Communicator• Recognize

Contributions• Politically Astute• Level headed• Self-aware• Caring

How to Acquire the Skills

• Be aggressive about becoming a leader• Enroll in a formal leadership program• Learn from experience• Don’t be afraid to fail• Get involved in a variety of assignments• Find a true mentor• Ask for feedback

Alignment of Practices, Principles and Values

Good to Great Lessons

Pope Francis’s Approach to Leadership: 12 Important

Lessons

1. Lead from a position of humility.2. Spend time on the front lines.3. Identify with your people.

Productive dialogue requires mutual respect.

4. Embrace the potential of personal and organizational reinvention.

5. Choose trusted advisers who can help you make good decisions and aren’t afraid to tell you when they think you’re wrong.

6. Don’t allow insularity to infect your organization.

7. Be alert, practical and proactive, so your competitors don’t overrun you.

• Look like a leader. Understand the politics of your organization so you can resolve conflicts.

• Delegate and trust your people. Don’t micromanage.

• Your role as a leader is to serve others.

• You can’t hide from adversity. Deal with it promptly and decisively.

• Reach out to your customers and to noncustomers, as well.

7 Things You Should Expect From Your Leaders

in 20141. An Identity You can Count

on2. Sense of urgency3. Increased Collaboration4. Thought Leadership5. Touch the Business6. Passionate Explorers of

New Possibilities7. Executive Presence

Glen Llopis, Forbes Dec 2013

How Leaders Deal with Stress

• They practice gratitude for what they have

• They stay positive• They focus on progress,

not perfection• They practice self-care• They keep the big

picture in view

Care for Yourself• Talk regularly with a confidant• Get a mentor• Take advantage of professional development

seminars• Find a sanctuary• Don’t take things personally• Practice relaxation acknowledge the stress• Don’t forget to exercise• Keep telling yourself that what you are doing is

valuable