“Creating a Community of Leaders”
Geisel Leadership Development
“Knowing yourself is the beginning of all wisdom.” ~Aristotle
Medical Education Committee (MEC)
Catherine Florio Pipas, MD, MPH
Craig R. Westling, MS, MPH
July 15, 2014
GEISELMED.DARTMOUTH.EDU
Objectives:
At the end of this session, participants will be able to :
1.
2.
3.
Discuss the Framework for the
Competency of Leadership @ Geisel
Describe the Geisel Leadership Course
Demonstrate a select Session of the
curriculum
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Why a Competency in Leadership?
1. Systems – ineffective, inefficient,
unsustainable costs
System Performance: Knowledge / Skills/ Experiences in Leading Change
1. Teams – under functioning
Communication &Team Effectiveness: Learning community / Longitudinal Mentors
2. Individuals – high rates of burnout
Personal Awareness: Independent Learning and Personal Discovery and Growth
AAMC
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VISION: A Community of Leaders that Promotes and
Fosters Effective Leadership in Themselves & Others
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Geisel Office of Leadership Development (GOLD)
STRATEGIES AND TIMELINE
Educating physicians, scientists, and teachers to be leaders of change in creating a healthier, better world
Train the Trainers
Educ Working
Group
Leadership
Assessment and
Research Team
July 2012
Sept 2012
LIG/LDC 2012
and Theme 2013
Leadership
Elective
SPLY Leadership
Summer Course
2013 & 2014
2013 & 2014
Leadership
Workshops
Alumni
Deans Leadership
AWARD
4 year Leadership
Course
CBF
2013 & 2014
July 2015
Nursing
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4
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Who Should Design & Teach Medical Students
Leadership?
Dartmouth Community
• Geisel, DH, DC, TDI, Tuck, Thayer)
Interdisciplinary Team
• RN, LPN, MA, ARNP
• MD/ PhD
• MS, MEd, MPH, MBA
• Student Peers
• Residents
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Leadership Pilots 2012-2014
Pilot
s
Learning
The Science & Practice of Leading Yourself
Tools, Self < Team < Org < Community
Leadership Interest Group ‘12-’13
Speakers, Topics, Dirigo, Experiential
Student Leadership Council ’13-‘14
Students as educational Co-Leaders, Tools
Workshops on Leadership,
Resilience and Ethics ‘13
Integration and Alignment for faculty
Leadership Elective ‘13-’14
Real Student Leadership Challenges (Cases)
Leadership Course Objectives
“Knowing yourself is the beginning of all wisdom.” ~Aristotle
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Methods (80 hour - 4 year long course)
• Large Group lecture-discussions (14 hrs.) (17%)
• Leadership Learning Community (LLC) (66 hrs.)
–
–
–
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Independent and Active Learning
Inter-professional Small Group/Peer-to-Peer Learning
Faculty Mentoring
Leadership Development Portfolio
• Experiential Learning (Real Time Cases and Projects )
– Personal Leadership Project (PLP)
– Team Leadership Project (TLP)
– Organization/ Community Leadership Project (OLP/CLP)
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Leadership Sessions (40 @2 hours each)
(24hrs)(F, P1)
• SELF
– Who am I as a Leader?
(14hrs)(F, P1)
• TEAM
– Development & Effectiveness
• ORGANIZATION/COMMUNITY
– Systems Performance
• ORGANIZATION/COMMUNITY
– Leadership Speaker Series
Foundations: 4 hours, Phase I: 44 hours,
(10hrs)(P1)
(6hrs)(P2)
(26 hours)(P-3)
Phase II: 6 hours,
Phase III: 26 hours
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Assessment
NEW Validated TOOLS:
Leadership Questionnaire - 2013; BELS, 9-Step Heuristic - Revised 2014; PLP- 2013
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PROPOSED 2014-2015 LEADERSHIP PILOTS
1. Leadership Learning Community (LLC)- PLP &
TLP, with Elective Grads
2. GME with LPMR
3. IPE- Leadership Elective/LDC Sessions and
Workshops with Nursing
4. Online Modules – SLDC
QUESTIONS ?
IDEAS ?
SUGGESTIONS ?
Session Demo ( time permitting)?
Summary
Leadership Development and Experiential Training is:
•
•
•
•
•
•
A Core Competency for all Medical Students
Critical to the Future of Medicine
Built upon IP & ID Evidence-Based Frameworks
Soon to be LCME required by AAMC
Feasible longitudinally @ Geisel
Valued by Students, Faculty & Residency Directors
Leadership Sample Session:
LEADERSHIP WELLNESS IN THE FACE
OF CHANGE
A Model
Based
on
Awareness, Authenticity and Action
Objectives:
Demonstrate:
•
•
•
Awareness thru observation, mindfulness and self
assessment;
Authenticity by aligning vision and resilience, and
Action by constructing a personal leadership
plan(PLP)
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Leading Personal Change
Awareness
– Know thyself
Authenticity
– Be True to thyself
Action
– Improve thyself
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Self-Awareness
“”It seems our culture does not fully appreciate the value of quiet reflection time. Valuable insights
rarely come to us in the flurry of emails and task mastering.”
- Paul Batalden ECS 117, 10-08 The Dartmouth Institute (TDI)
• Observation & Reflection
– Mindfulness
– Appreciative inquiry
• Formal Self-Assessment
– Global
– Situational
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Mindfulness
• Pay attention in the present moment
• Observe thoughts, feelings, actions and body
sensations even when these are unpleasant
• Focus on experience without judging
• Act out of awareness: Not on autopilot
• Appreciate the present
Kabat-Zinn 1994; Krasner 2009
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The RAISIN EXERCISE
(HERSHEY KISS)
When you eat, eat! ZEN
Based on Kabat-Zinn. From Segal, Z. V., Williams, J. M. G., & Teasdale, J. D.
(2002). Mindfulness-Based Cognitive Therapy for Depression. NY: Guilford.
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Formal, Global (360) and Situational
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–
–
–
–
–
–
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SWOT Analysis
BELS, 9 Step Heuristic, PLP
Thomas Kilman Conflict Mode Instrument
Inventory of Leadership Styles HAYGROUP
Burnout Questionnaire
Social Network Index
Connor Davidson Resilience Scale
Myers Briggs Personality Instrument
Emotional & Social Competency Inventory (Smithfield)
Life Orientation Test (LOT) Scheier et al., 1994
Purpose in Life Test (Crumbaugh & Maholik, ‘64)
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EXERCISE: SELF SWOT
MY Strengths
MY Weakness
MY Opportunities
MY Threats
MY VALUES_________________________
MISSION___________________________
VISION ____________________________
Adapted from SWOT analysis template – a free resource from
www.businessballs.com. Template © Alan Chapman 2005.
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EXERCISE: SELF SWOT
MY Strengths
MY Weakness
What do I do well ?
What knowledge, skills ,styles, attitudes,
capabilities, USP's (unique selling points),
values and commitments do I hold?
What gaps or areas for improvement do I
have in knowledge, skills, capabilities,
vulnerabilities, reliability?
Do I fall short in accountability, integrity,
performance or commitment to myself or
others?
MY Opportunities
MY Threats
What new niches, trends, partnerships,
collaborative projects, initiatives or skills
might I take advantage of to be more
effective?
Are these aligned with my values, mission,
vision and priorities?
What Intrinsic factors limit my effectiveness? -belief system, biases, prejudices, recurrent
thoughts or actions , past experiences?
What Extrinsic threats - political, policy,
environmental, or organizational cultures limit
my effectiveness?
Adapted from SWOT analysis template – a free resource from
www.businessballs.com. Template © Alan Chapman 2005.
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Authenticity
“People do best what comes naturally.” John F. Kennedy
“Be yourself. Everyone else is taken.” Oscar Wilde
“If I am not myself, who else will be?” Henry David Thoreau
“The chief happiness for a man is to be what he is.” Erasmus
Who am I?
• What is Important to me (Values) ?
• What gives me Meaning (Mission)?
• What are my Commitments (Vision)?
• How Adaptable am I? (Resilience)?
Souba, W. W. (2001). "Leadership and strategic alignment--getting people on
board and engaged." J Surg Res 96(2): 144-151.
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Resilience
“the process of adapting well in the face of
adversity, trauma, threats, and even significant
sources of stress”
The American Psychology Association
“the ability to bend but not break, to bounce
back and sometimes even to grow when faced
with adversity.”
Coutu, D. L. (2002). "How resilience works.” Harvard Bus Rev 80(5): 46-50, 52, 55
passim. http://www.ncbi.nlm.nih.gov/pubmed/12024758
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Importance of Resilience
“More than education, more than experience,
more than training, a person’s resilience will
determine who succeeds and who fails. That’s
true in the cancer ward, its true in the
Olympics, its true in the boardroom.”
Diane Coutu: Harvard Business Review 2002
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10 Factors Contributing to Resilience
1.
2.
3.
4.
5.
Optimism
Facing Fear
Moral Compass
Religion & Spirituality
Social Support
6. Role Models
7. Physical exercise
8. Mental exercise
9. Flexibility & Acceptance
10. Meaning & Purpose
Southwick, S. M. and D. S. Charney (2012)
“Resilience, The Science of Mastering Life’s Greatest Challenge”
Cambridge University Press
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Analyze: SELF SWOT
MY Strengths
MY Weakness
MY Opportunities
MY Threats
MY VALUES_________________________
MISSION___________________________
VISION ____________________________
Adapted from SWOT analysis template – a free resource from
www.businessballs.com. Template © Alan Chapman 2005.
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Personal Leadership Plan (PLP)
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Personal Leadership Plan (PLP)
GOAL: Enhance Positivity using Appreciative
Inquiry (AI)
SMART OBJECTIVE:
Specific – begin a daily AI journal
Measurable – list one item that I did well, or
identify the good that can come from an
adverse experience
Achievable – confident 9/10
Relevant – important 10/10 to my goal of
improving my effectiveness as a leader
Timely – begin today & complete daily for 1
month
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Personal Leadership Plan (PLP)
GOAL: Increase Physical Exercise
SMART OBJECTIVE:
Specific – begin walking
Measurable – walk daily for 30 minutes
Achievable – confident 9/10
Relevant – important 10/10 to my goal of
improving my health
Timely – beginning today and daily for
1 month
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Summary
Leadership Development and Experiential Training is:
•
•
•
•
•
•
A Core Competency for all Medical Students
Critical to the Future of Medicine
Built upon IP & ID Evidence-Based Frameworks
Soon to be LCME required by AAMC
Feasible longitudinally @ Geisel
Valued by Students, Faculty & Residency Directors