Personal Leadership Development (Application-Based Activity)

Annual Meeting

Personal Leadership Development Activity No. 0217-0000-11-098-L04-P (Application-Based Activity) Tuesday, October 18 1:30 p.m.–5:30 p.m. Convention Center: Rooms 304 & 305

Part of the ACCP Academy Leadership and Management Certificate Program. For more information, visit the Web site at www.accp.com/academy.

Faculty: Robert E. Smith, Pharm.D. Professor and Head, Department of Pharmacy Practice, Harrison School of Pharmacy, Auburn University, Auburn, Alabama and Peter Hurd, Ph.D. Professor of Pharmacy Administration, Director of Pharmaceutical Sciences and Liberal Arts Division, Assistant Dean for Assessment, St. Louis College of Pharmacy, St. Louis, Missouri Faculty Conflict of Interest Disclosures Peter Hurd: no conflicts to disclose. Robert E. Smith: no conflicts to disclose. Learning Objectives

1. Assume responsibility for achieving a full and balanced professional career. 2. Construct and use a personal mission statement as a guide to professional achievement. 3. Balance personal and professional career planning.

Self-Assessment Questions Self-assessment questions are available online at www.accp.com/am

Personal Leadership Development 1

Personal Leadership Development

Part of the ACCP Academy Leadership and Management Certificate Program

Tuesday, October 18, 2011

Personal and Leadership? Don’t you need two people?Some Definitions• Personal leadership is the

application of leadership principles to one’s

l lif

Some Leaders

personal life. • Leadership is convincing

others to follow and accomplish something.

Taking Responsibility for Self-leadership

• Focused on what YOU can do - rather than on THEM – to make a difference

• Based on a self-assessment of what isBased on a self assessment of what is personally fundamental to the actions that you take (the self-examined life)

• Grounded in the way you choose to use your time and energy

Parallel Concepts

• Strategic Planning– SWOT analysis– Vision, mission, shared values, ,– Goals and objectives

• Seven Habits of Stephen Covey– Be proactive– Begin with the end in mind– First things first

Being Reactive instead of Proactive

Reactive Proactive

2011 ACCP Annual Meeting


Being Reactive instead of Proactive

• WHAT’S YOUR EXAMPLE?• You make me feel guilty• You make me feel guilty.• You make me angry.• It is sunny today, so I’m in a good mood.• I can’t remember names; it’s a family trait.• Too hot to work out today.• I can’t do anything to fix “stupid”.

Using these principles, what should you do when this happens?

• You’re employee says that s/he would like to have more choices/options in the work schedule (Gen X age in 30-40’s) and wants to know exactly what is expected (goals deadlines etc )exactly what is expected (goals, deadlines, etc.).

• You’re employee says that s/he would like to have more team work and activities (Gen Y age 20’s to 40’s) and yet you know that this age group has weaker interpersonal skills and conflict resolution abilities.

Find Things You Love to Do

Strengths• Find things you love and

know how to do.• You can see the end

Make a difference

result as you start the project.

• Try to put yourself in situations where your strengths will be an asset, helping you accomplish what you want to do.

Teaching and Learning

Education is an admirable thing, it is well to remember from time to time that nothing worth knowing can be taught.

O Wild- Oscar Wilde

How does this apply to what a leader can do with those s/he works with to promote personal development?

How can you be proactive in a performance evaluation?

• Of another individual

• Of yourself with your boss• Of yourself with your boss



Questions-Comments-Insights

What questions do you have?

Comments that you would like to make?Comments that you would like to make?

Insights that would apply to the workshop?

Managing Time for Life Leadership in Pharmacy

Myths of Time ManagementPersonal Time Management

Top of the Mountain or Buried by a mountain of work?

Doing Things, Vision, and Time

• The personal leadership component: link your mission with your priorities and actions.

• It is the difference between creating a to-do list and deciding which items you will actually put on this list.

• The actions you take, small as they might be, will help you achieve your mission in life.

BALANCE: the need for Production and Production Capability

A balance of P and PCWhat needs to be balanced

in your life? In a pharmacy setting?

Pharmacy and pharmaceutical care also fit this need for balance.



Trust and Time ManagementEmotional Bank AccountTrust and Time ManagementStephen Covey

• Kindness v. Unkindness• Keeping promises v. Breaking promises• Honoring expectations v Violating• Honoring expectations v. Violating

expectations• Loyalty v. Duplicity• Apologies v. Pride

(no quick fix in EBA)

A Paradox of Trust and Leadership

• Trust must be earned• The best managers and leaders trusted

me before I was ready to trust myself.• They trusted a potential; they set an

expectation that I was able to approach, and sometimes meet or exceed.

• Look for situations that can help you develop the trust you have in others (and look for talent in others to develop)

SECRETS OF TIMEMANAGEMENT

DECIDE WHAT YOU WANT TO DODO….

SCHEDULE TIME TO DO THIS….

DO IT…..

(What did you do last weekend?)

Time and the Big Picture

• Mission statement – general in nature and based on principles

• Roles – manage all the aspects of your lifeRoles manage all the aspects of your life• Goals – for the day, week, month, etc.• Schedule time to meet your goals

Your Mission

• Tends to change less than roles and goals• Focuses conscious thinking on your values• Helps prioritize and helps in difficult times• Helps prioritize and helps in difficult times• Achieving your mission depends on the

roles and goals that you select and act on during the week



Balancing Different Kinds of Activities

Four Kinds of Activities(Covey’s Quadrants)

• Things that are important and urgent to you (a crisis or a time-sensitive activity that is part of your mission)

• Important things in your mission that aren’t urgent

• Things that are important to someone else, but not a part of your mission

• Neither important to your mission or urgent

Schedule time for those things that are important to you, but that aren’t urgent

Try to avoid things that are unimportant and also not urgent.

Keep other people’s monkey’s off your back when possible. (urgent to them)

Methods

• Identify time bandits• Do difficult things first• Say “no”• Say no• Use small blocks of time• Divide and conquer• Plan the next step• Schedule what is really important to you

STYLES OF TIME MANAGEMENT

To-do list Calendar

Weekly schedule

Written goals with times and measurable outcomes

Personal statement of values, directions, and key areas

A Few More Thoughts

• Objectives rather than activities• Make first hours productive each day• Set time limits for tasks• Set time limits for tasks• Finish what you start• Eliminate recurring crises in your life• Often better to do it now, rather than wait







• Clear agenda• Distribute agenda

• Only key people• Specific assignments

Suggestions for Effective Meetings

Distribute agenda• Start on time• Only when needed• Follow up after

Specific assignments• Summarize• End on time

To carry another’s load is to devalue that person by making

him or her dependent.

J R Noe “People Power”

Stewardship DelegationStephen Covey

• Desired results• Guidelines• Resources

• Initial job hires• New tasks• Committee

• Accountability• Consequences

assignments• Promotions• Discipline situations

Delegation issues

• Delegation is different than assigning your tasks to others (getting others to do your work)

• Focus on desired results more than procedures and the how-to’s

• Avoid delegating only unimportant things• Provide authority, resources as needed• Follow-up is important







Personal Leadership and PharmacyThe weekend weather has been cold and stormy; the evening shift is almost

over; it is time to go home, relax, and enjoy the quiet. Although from the basement it is difficult to tell, there must be a full moon peeking out from the storm clouds, making the hospital staff slightly ornery tonight.Or is it just me?“Excuse me,” the student nurse says in an innocent but irritated way, “could you explain why this dose of kids’ pain medicine is so low?”

Sometimes, the world smiles on you at the end of the shift, but not tonight. Sometimes, fatigue breaks through those defenses and professionalism doesn’t make sense, but not tonight either. Somehow, this moment is transformed into an opportunity to help someone who wanted to learn, to promote the role that pharmacy can play, and to protect all the little patients in the future who may be given the proper medication because of the next 15 minutes. How did this happen?

Why did this happen this way?

• Personal leadership: a dedication to principles that involved action and a willingness to use one’s time to achieve what was really important to the individual.

• Who did something that they might not do? Both the pharmacist and the student, who will learn from the pharmacist’s actions, will be better as a result of the interaction.

Break



Documents

Personal Leadership Development (Application-Based Activity)