Psychiatry, leadership and medical education – same, same but

different….. Dr Dominic Johnson

Dean of Clinical Affairs

Dr Fiona L Mason Chief Medical Officer and

Associate Registrar Leadership & Management @FionaLMason #psychleaders

Learning outcomes

• Reflect critically on your management and leadership biography, preferences and responsibilities

• Understand some of the transferable skills forensic psychiatrists possess for developing people

• Develop yourself as a leader and manager

• Apply a developmental model to understanding the stage of an organisation

• Highlight some of the skills of negotiation that forensic psychiatrist possess and give a framework to help develop this area.

Models of leadership

Level 1: Leading as a professional

Level 2: Leading others

Level 3: Leading services

Level 4: Leading organisations

Level 5: Leading systems

Five levels of leadership

Levels of Leadership (John Adair Model)

Healthcare Leadership Model

Healthcare Leadership

Model

Leadership • Makes connections • Promotes diversity • Challenges habits and assumptions • Fosters innovation • Works through conversations

Management • Develops plans • Creates structures • Sets up procedures • Develops business processes • Controls performance • Controls the numbers

Far from certainty Close to certainty

Close to agreement

Far from agreement

Leadership v management

High Low

Low

High

Visionary leader Strategic leader

Managerial leader Neither visionary nor managerial

Managerial leadership capability

Visionary leadership capability

Makes sound decisions that have an important effect on the business

Turns strategy into results

Passionate about making a difference

Gains people’s commitment and

makes things happen

• Putting customers first

• Acting with integrity and respect

• Taking personal responsibility

• Working as a team

Judgement

Drive Influence

Execution

So what does this mean for you? • Know your style • Communicate effectively • Get engaged and participate, commit to action • Thinking critically; developing perspective and

balance • Work outside your comfort zone • Engage with a diversity of people • Promise to learn • Get on the balcony • And if you are a woman, lean in……

Teams

Physician know thyself

The Cat Drawing Personality Test

• Get a blank piece of paper , draw a picture of a whole cat on it, not just the head , just a basic drawing though , don't spend too long on it

• DRAW THE CAT BEFORE YOU GO ON

The Cat Drawing Personality Test

• If the cat is drawn to the top of the paper , you are positive and optimistic

• Toward the bottom, you are pessimistic , and have a tendency to behave negatively

• Facing left, you believe in tradition, are friendly, and remember dates (birthdays etc.)

• Facing right , you are innovative and active , but don't have a strong sense of family , nor do you always remember dates

• Facing front (looking at you ), you are direct, enjoy playing devil's advocate and neither fear nor avoid discussions

The Cat Drawing Personality Test

• With lots of details , you are analytical, cautious , and distrustful

• With few details, you are emotional and naive , you care little for details and are a risk taker

• With less than 4 legs showing , you are insecure or are living through a

period of major change

• With 4 legs showing , you are secure, stubborn, and stick to your ideals

• If you have drawn more than 4 legs , you are stupid

• The size of the ears indicates how good a listener you are. The bigger the better

• The length of the tail indicates the quality of your sex life, and once again

the longer, the better

Physician know thyself

Developing people

• We have the skills!

• Staff

• Students

Change….

Change - content

• Stages of organisational development

• Courageous conversations

Stages of organisational development- one model

One model Courtship -the initial development or creation of the proposition/model/business/formation/etc

Infancy -after launch - start of active trading

Go-go -frantic energetic early growth and sometimes chaos

Adolescence -still developing but more established and defined

Prime -the business or organisation at its fittest, healthiest and most competitive, popular and profitable)

Stability -still effective, popular, can still be very profitable, but beginning to lose leading edge - vulnerability creeping in

maybe)

Aristocracy -strong by virtue of market presence and consolidated accumulated successes, but slow and unexciting,

definitely losing market share to competitors and new technologies, trends, etc

Recrimination -doubts, problems, threats and internal issues overshadow the original purposes)

Bureaucracy -inward-focused administration, cumbersome, seeking exit or divestment, many operating and marketing

challenge

Death -closure, sell-off, bankruptcy, bought for asset value or customer-base only)

Dealing with difficult colleagues Courageous Conversations™

Expectations

• Communicate effectively • Lead within a team • Address team working

challenges • Collaborate with colleagues to

seek solutions • Analyse performance and give

feedback • Provide guidance and direction

for others

9 out of 10 managers do not address poor performance effectively

• 70% unable or unwilling to address underperformance

• 20% unable to have the conversation without using an aggressive style

• Only 10% are actually having conversations with a purpose and style that works

Courageous Conversations™

Barriers

• Think of someone you need to have a conversation with

• What is the problem?

• What would you like to say to them?

• What stops you from saying it?

• Make a CLEAR plan

Reflection

C ontext What is the situation you are dealing with?

L anguage Pre-plan what you intend to say

E xecution The one minute conversation

A ftermath Dealing with the emotional fall out

R efocus Agree expectations and action plans

CLEAR plan

• Name the issue

• Give example(s)

• State the consequences/benefits

• Confirm aim is to resolve

• Ask them to respond

The introduction

Conclusions

• We are lucky

• Its no longer the dark side - it’s our side.

• Think

• Listen to the quietest voices

• Go see and assess

Be the person you really are. Leadership is very personal and one of the

things that people sniff out more than anything else is reality. Leaders who

are not sincere get found out very quickly

Justin King CEO J Sainsbury