PHARM-AD-2023-M5-LEADERSHIP-ESSENTIAL-FOR-PHARMACIST - Copy.pptx

MODUL 5 E LEADERSHIP ESSENTIALS FOR PHARMACIST LEADER An individual who affects the thoughts, feelings and behaviour of a number of individuals ⮚There is a difference between holding a leadership position and being a leader. ⮚ There is a difference between having power or authority that is earned an...

MODUL 5 E LEADERSHIP ESSENTIALS FOR PHARMACIST LEADER An individual who affects the thoughts, feelings and behaviour of a number of individuals ⮚There is a difference between holding a leadership position and being a leader. ⮚ There is a difference between having power or authority that is earned and having power or authority University of San Agustin that is bestowed. COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 2 FOUR PRIMARY FACTORS OF LEADERSHIP University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 3 FOUR PRIMARY FACTORS OF LEADERSHIP LEADER must have an honest understanding of who you are, what you know & what you can do. FOLLOWERS different people require different styles of leadership COMMUNICATION you lead through two-way communication. What and how you communicate builds or harms the relationship between you and your follower SITUATION All situations are different. You must use your judgement to decide the best course of action and the leadership style needed for each situation. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 4 VARIOUS FORCES THAT AFFECT THESE FOUR FACTORS Your relationship with your seniors The skills of your followers The informal leaders within your organization How your organization is organized University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 5 ELEVEN PRINCIPLES OF LEADERSHIP University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 6 ELEVEN PRINCIPLES OF LEADERSHIP 1. KNOW YOUR SELF AND SEEK SELF IMPROVEMENT 2. BE TECHNICALLY PROFICIENT 3. SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS 4. MAKE SOUND AND TIMELY DECISIONS 5. SET THE EXAMPLES 6. KNOW YOUR PEOPLE AND LOOK OUT FOR YOUR WELL BEING University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 7 ELEVEN PRINCIPLES OF LEADERSHIP 7. KEEP YOUR WORKERS INFORMED 8. DEVELOP A SENSE OF RESPONSIBILITY IN YOUR WORKS 9. ENSURE THAT TASKS ARE UNDERSTOOD, SUPERVISED AND ACCOMPLISHED 10.TRAIN AS A TEAM 11.USE THE FULL CAPABILITIES OF YOUR ORGANIZATION University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 8 TWO MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP TRUST AND CONFIDENCE in top leadership is the single most reliable predictor of employee satisfaction in an organization. EFFECTIVE COMMUNICATION by leadership in three critical areas are the key to winning organizational trust and confidence ✔Helping employees understand the company’s overall business strategy. ✔ Helping employees understand how they contribute to achieving key business objectives. ✔ Sharing information with employees on both how the company is doing and how an employees own division is doing. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 9 EXAMPLES OF OPPORTUNITIES RESULTING IN LEADERSHIP POSITIONS Lead pharmacist who is asked to assume some leadership responsibilities after his or her manager or director leaves the organization suddenly. Pharmacist who is seen as an advocate for patient care and is subsequently asked to lead a new clinical expansion. pharmacist who shared an innovative idea with a colleague and is then asked to present this idea to others. Pharmacist who is known for managing and solving complex problems. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 10 EXAMPLES OF OPPURTUNITIES RESULTING IN LEADERSHIP POSITIONS Pharmacist who is frequently asked to present at Pharmacy and Therapeutics and other high profile medical staff meetings. Pharmacist team members whom other team members admire. Pharmacist whose knowledge and intelligence impress many and who is often asked to present his or her work to others. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 11 COMMON BEHAVIORS AND TRAITS OF EFFECTIVE PHARMACIST LEADERS University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 12 BEHAVIORS Acts assertively Admits mistakes Challenges the status quo Communicates well Delegates, entrusts and empower Demonstrates integrity Encourages BEHAVIORS Innovates Listens Makes others feel important Negotiates successfully Provides good direction Resolves conflict Stays involved University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 13 TRAITS TRAITS Competent Cooperative Credible Decisive Diplomatic Emotionally stable Innovative Intelligent Optimistic Passionate Persuasive Responsive Systems thinker Visionary University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 14 TRAITS OF PHARMACY PROFESSIONALISM University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 15 TRAITS OF PHARMACY PROFESSIONALISM Accountability for actions, decisions and work efforts Knowledge and skills of pharmacy profession Commitment to improving the skills and knowledge of both self and others University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 16 TRAITS OF PHARMACY PROFESSIONALISM Ethically sound decision making Creativity and innovative thinking Pride in pharmacy profession Covenantal relationship with patients Service orientation University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 17 DEVELOPING YOUR LEADERSHIP POTENTIAL University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 18 DEVELOPING YOUR LEADERSHIP POTENTIAL PURSUE LEADERSHIP ROLES WITHIN COMMUNITY ORGANIZATIONS VOLUNTEER FOR LEADERSHIP ROLES WITHIN YOUR PROFESSIONAL ASSOCIATIONS FIND ONE OR MORE MENTORS community organizations provide volunteers with opportunities to pursue and build skills that would not normally be possible with one’s employer. help build marketing, financial and persuasiveness competencies recruiting corporate partners for a pharmacy conference or leading program planning for a local, state, regional, national, or international association will give you an opportunity to meet new people and network, acquire new skills and learn about how professional organizations works. hone communication, persuasion and negotiation skills The best mentors maybe individuals outside your management chain. mentors can support leadership development by opening doors and expanding networks and by providing feedback about issues ranging from style and presence to approaches to managing conflict. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 19 DEVELOPING YOUR LEADERSHIP POTENTIAL ASK FOR DIFFICULT ASSIGNMENTS STAY INFOMED OBSERVE OTHERS Challenging assignments encourage growth and can result in organizational recognition. Once you have been successful with one project, you will likely be called on to work on another. it will expand your knowledge and experience base, provide you with opportunities to try new things, and increase your connections with others. A solid grasp of the context in which one works is required for strategic thinking. use different ways to learn more about your profession and the trends affecting it. Pay attention to the traits and behaviours of leaders you admire. you can learn a great deal by studying role models. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 20 DEVELOPING YOUR LEADERSHIP POTENTIAL READ ABOUT LEADERS TAKE LEADERSHIP TEST AND INVENTORIES DO NOT WAIT TO BE READY read stories of leaders and learn about the techniques they employ, the words they use, and the behaviours they exhibit. Leadership style assessment tools. The more you understand your personal strengths and interests, the better you will be positioned to develop a leadership style that feels right for you. we all need stretch assignments, so do not wait to be fully proficient tackling assignments. Act with confidence and be ready to ask others for support in the event you need it University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 21 MENTORING ROLES University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 22 MENTORING ROLES ELEMENTS DESCRIPTION OF MENTOR’S ACTIVITIES/RESPONSIBILITIES SPONSORSHIP COACHING PROTECTION CHALLENGE EXPOSURE & VISIBILITY Opens doors that otherwise be closed. Teaches and provide feedback. Supports the protege and/or acts as a buffer. Encourages new ways of thinking and acting, and pushes the protege to stretch his or her abilities. Steers the protege into assignments that make him or her known to top management. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 23 MENTORING ROLES ELEMENTS DESCRIPTION OF MENTOR’S ACTIVITIES/RESPONSIBILITIES ROLE MODELING COUNSELING ACCEPTANCE & CONFIRMATION FRIENDSHIP Demonstrates the kind of behaviours, attitudes, and values that lead to success Helps the protege with difficult professional dilemmas Supports the protege and shows respect Demonstrate personal caring that goes beyond business requirements. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 24 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 25 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS COMPETENCY ACCURATE SELF INSIGHT demonstrating an awareness of your own strengths and development needs, as well as the effect on your own behaviour to others BUILDING BUSINESS RELATIONSHIP using appropriate interpersonal styles and communication methods to work effectively with business partners. BUILDING ORGANIZATIONAL TALENT Attracting, developing, and retaining talented individuals creating a learning environment that ensures associates realize their highest potential KEY ACTIONS inviting feedback, performing self assessment, understanding impact. Establishing shared goals Collaboratively developing solutions Influencing action diagnosing capability and developmental needs. creating a learning culture Demonstrating advocacy for diversity University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 26 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS KEY ACTIONS CHANGE LEADERSHIP recognizing opportunities continuously seeking opportunities for valuing sound approaches innovative approaches to organizational addressing resistance to change problems and opportunities. Managing complexity, contradictions, and driving toward improvement COMMUNICATING WITH IMPACT delivering clear messages expressing thoughts, feelings and ideas in Presenting with impact a clear, succinct, and compelling manner in creating clear written both individual and group situations communications Adjusting language to capture the attention Adjusting to the audience of the audience Ensuring understanding CUSTOMER FOCUS seeking to understand customers cultivating strategic customer Educating customers relationships and ensuring that the maintaining trust customer perspective is the driving force Acting to meet customer needs and behind all value-added business activities. concerns Recognizing customer service issues University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 27 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS COMPETENCY DRIVING FOR RESULTS setting high goals or personal and group accomplishments Measuring progress towards goals ESTABLISHING STRATEGIC DIRECTION establishing and committing to a longrange course of action to achieve a strategic goal or vision EXECUTIVE PRESENCE conveying an image that is consistent with the organization’s values demonstrating qualities, traits and demeanor that command leadership respect KEY ACTIONS targeting opportunities Establishing and reaching for goals Stay focused evaluate performance gathering and organizing information analyzing data Evaluating and selecting strategies Executing plans advocating for the organization managing stress Creating impact Exhibiting flexibility and adaptability University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 28 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS COMPETENCY LEADING THROUGH VISION AND VALUES keeping the organization’s vision at the forefront of decision making and action. MANAGING DIVERSITY creating and maintaining an environment that naturally enables all participants to contribute their full potential in pursuit of organizational objectives. KEY ACTIONS communicating the importance of vision and values Moving others to action Modelling vision and values Rewarding others who display vision and values creating an equitable work environment Ensuring inclusivity of policies recognizing diversity as an organizational asset Setting standards of behaviour based on respect and dignity. University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 29 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS COMPETENCY OPERATIONAL DECISION MAKING relating and comparing data on operational effectives from different sources Securing relevant information and identifying key issues, key people and cause-effect relationships from a base of information. ORGANIZATIONAL ACUMEN understanding and using economic, financial, and industry data accurately to diagnose business strengths and weaknesses; identifying key issues; and developing strategies and plans. KEY ACTIONS seeking and organizing information analyzing data Developing and considering alternatives Gaining commitments Demonstrate decisiveness and action analyzing, integrating and understanding the application of financial strategies and systems University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 30 COMPETENCIES FOR PHARMACIST LEADERS AND MANAGERS COMPETENCY PROCESS IMPROVEMENT acting to improve existing conditions and processes PROFESSIONAL OR INDUSTRY KNOWLEDGE having a satisfactory level or technical and professional skill or knowledge in position-related areas. Keeping up with the current developments and trends in areas of expertise. KEY ACTIONS assessing opportunities Determining causes Targeting and implementing improvements engaging in continuous learning Applying state-of the art technology and concepts Developing and maintaining industry awareness University of San Agustin COLLEGE OF HEALTH AND ALLIED MEDICAL PROFESSIONS DEPARTMENT OF PHARMACY 31