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Empowering
the Leader
Within You
Frank D. Ferris, MD, FAAHPM, FAACE
Institute for Palliative Medicine
at San Diego Hospice
University of California San Diego
University of Toronto
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Who chose
to become a
healthcare
professional ?
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Did you have
training
to become
an effective
professional ?
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Who chose to
become a leader ?
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Why did you
choose to be
a leader ?
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Did you have
training to
become an
effective leader ?
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What is
leadership ?
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Leadership is . . .
• Everyone‟s business
• About relationships
• Learned
• An ongoing practice
• Self development
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Leadership is . . .
“ the art of mobilizing others
to want to struggle
for shared aspirations ”
Kouzes & Posner, The Leadership Challenge
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“ Leadership is not a position, it‟s not a
gene, and it‟s not a secret code that can‟t
be deciphered by ordinary people.
The truth is that leadership is an
observable set of skills and abilities ”
Kouzes and Posner, The Leadership Challenge
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Group
A Leader Needs a Group…
Member vs. Leader…
Person
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Group
…A Leader Needs a Group…
Member vs. Leader
Leader
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Region
Group
Leader of Groups
Leader Group Group
Group Group
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In Palliative Care…
examples of
groups that need
leaders…
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Everyone is a teacher
Everyone is a leader
Everyone is a change agent
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Not leading
by chance…
Concepts to help you
be effective as a leader…
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What are the
characteristics of
admired leaders ?
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Characteristics of
Admired Leaders
21% Ambitious
40% Broad-minded
20% Caring
66% Competent
28% Cooperative
20% Courageous
33% Dependable
24% Determined
42% Fair-minded
71% Forward-looking
88% Honest
23% Imaginative
6% Independent
65% Inspiring
47% Intelligent
14% Loyal
17% Mature
8% Self-controlled
34% Straightforward
35% Supportive
*The Leadership Challenge, Kouzes & Posner
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Leadership Practices Inventory
• The Leadership Challenge 4th Ed.
Kouzes and Posner
Be realistic and honest
ACTUALLY - NOT about how you would
like to behave, or „ should ‟ behave
„ Typical ‟ behavior
On „ most ‟ days, on „ most ‟ projects,
with „ most ‟ people
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Rate yourself…
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1 - Almost never
2 - Rarely
3 - Seldom
4 - Once in a while
5 - Occasionally
6 - Sometimes
7 - Fairly often
8 - Usually
9 - Very frequently
10 - Almost always
I follow through on the promises and
commitments I make
Leadership Practices Inventory,
J. Kouzes / B. Posner
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1 - Almost never
2 - Rarely
3 - Seldom
4 - Once in a while
5 - Occasionally
6 - Sometimes
7 - Fairly often
8 - Usually
9 - Very frequently
10 - Almost always
I speak with conviction about the higher
meaning and purpose of our work
Leadership Practices Inventory,
J. Kouzes / B. Posner
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1 - Almost never
2 - Rarely
3 - Seldom
4 - Once in a while
5 - Occasionally
6 - Sometimes
7 - Fairly often
8 - Usually
9 - Very frequently
10 - Almost always
I experiment and take risks, even when
there is a chance for failure
Leadership Practices Inventory,
J. Kouzes / B. Posner
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1 - Almost never
2 - Rarely
3 - Seldom
4 - Once in a while
5 - Occasionally
6 - Sometimes
7 - Fairly often
8 - Usually
9 - Very frequently
10 - Almost always
I treat others with dignity and respect
Leadership Practices Inventory,
J. Kouzes / B. Posner
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1 - Almost never
2 - Rarely
3 - Seldom
4 - Once in a while
5 - Occasionally
6 - Sometimes
7 - Fairly often
8 - Usually
9 - Very frequently
10 - Almost always
I give members of the team lots of
appreciation and support for their
contributions
Leadership Practices Inventory,
J. Kouzes / B. Posner
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Share in Dyads
1. I follow through on the promises and
commitments I make
2. I speak with conviction about the higher
meaning and purpose of our work
3. I experiment and take risks, even when
there is a chance for failure
4. I treat others with dignity and respect
5. I give members of the team lots of
appreciation and support for their
contributions.
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5 Practices of
Exemplary
Leaders…
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Model the Way
• Find your voice
• Clarify values
• Affirm shared ideals
• Set the example
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Inspire a Shared Vision
• Envision the future
• Imagine exciting and
ennobling possibilities
• Enlist others
( in the research,
consistently the leadership
behavior with the
lowest frequency )
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Challenge the Process
• Search for
opportunities
• Seize the initiative
• Look outward
• Innovate
• Experiment
• Take risks
• Generate small wins
• Learn from
experience
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Challenge the Process
… the intersection between
? ? ? ? and
! ! ! !
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Enable Others to Act
• Foster
collaboration
• Build trust
• Facilitate
relationships
• Strengthen others
• Increase self-
determination
• Help develop
competence.
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Encourage the Heart
• Recognize contributions
• Show appreciation for individual
excellence
• Celebrate values and victories
• Create a spirit of community
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Heroic
+
Small
Doing
+
“Being”
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Albert Schweitzer
“ Do something wonderful, people may imitate it "
“ Until he extends the circle of his compassion
to all living things, man will not himself find peace."
“ Affirmation of life is
the spiritual act by
which man ceases to
live thoughtlessly and
begins to devote
himself to life with
reverence, in order to
give it true value ”
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What should the focus of
my leadership be?
CIRCLE OF CONCERN
CIRCLE OF INFLUENCE
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Development of
Self as a Leader…
Self
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Others
Self Development / Growth to
Lead Others…
Self
= Influence
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Expand your Circle of Influence
CIRCLE OF CONCERN
CIRCLE OF INFLUENCE
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Principles… • Influence
• Priorities
• Integrity
• Creating positive change
• Problem solving
• Attitude
• People
• Vision
• Self-discipline
• Staff development
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Influence:
5 Levels of
Leadership
People
follow
because…
Rights: They have to
1. Position
Relationships: They want to
2. Permission
Results: What you have done
for the organization
3. Production
Reproduction: What you
have done for them
4. People
Development
5. Personhood
Respect: Who you
are & what you
represent
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What are some of
the skills of
effective leaders ?
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Three Essential Skill Domains
Supervising
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Supervising
• Employment issues
• Performance management
Delegating tasks and responsibilities
Building people and teams
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Three Essential Skill Domains
Supervising
Managing
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Managing
• Manages system complexity Situational analysis
Order / consistency
• Strategic planning
Budgets / Resources
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Three Essential Skill Domains
Supervising Managing
Leadership
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Leadership Skills
• Presentation skills
Facilitation
Mentorship
Media
• Influencing / persuasion
• Negotiation / conflict management
• Strategic & business planning
• Project management
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The Ladder of Competence
Unconscious Incompetence
I don’t know what I don’t know
Conscious Incompetence
I know what I don’t know
But doing it feels awkward
Conscious Competence
I know what I know
And do it more easily
Unconscious Competence
I do it without
thinking about it
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Wrap up
One take away ?
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5 Practices of
Exemplary Leaders…
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
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Leadership Development Initiative “Growing Global Leaders… Advancing Palliative Care”
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www.PalliativeMed.org www.IPCRC.net
You must be the change you want to see in the world
Gandhi