This document appears to be from a seminar given by leadership coach Leda Karabela at Stanford Medical School. The seminar discusses several topics related to change, including:
- Physician morale is low due to loss of autonomy, bureaucratic red tape, and emotional burnout.
- Younger generations like Millennials value confidence, connection, and openness to change, while older generations are seen to have a better work ethic.
- Finding work you enjoy and connecting with a community can help deal with "tricky" situations. Different leadership styles should be considered depending on the person and situation.
- Adapting to change and having an open perspective are important for individuals and organizations.
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STANFORD FELLOW SEMINAR
1. STANFORD MEDICAL SCHOOL
GASTROENTEROLOGY FELLOW SEMINAR
LI KA SHING CENTER FOR LEARNING AND
KNOWLEDGE STANFORD MEDICAL CENTER
LEDA KARABELA, P.C.C. LEADERSHIP COACH
WWW.YHESITATE.COM
NOV. 16, 2011 1
2. .
2
“Τα Πάντα Ρεί” (Ta Panda Rhee) *
Or
Some of The Things That Make You
Uncomfortable
3. IF YOU DON’T UNDERSTAND WHY I
ASK YOU SOMETHING, THEN,
DON’T ANSWER ME!
Questions
3
4. Some Background:
Coaching… &
Performance
“…She (the coach) never tells
you what to do. Instead, he
suggests to you, in an
extraordinarily inarticulate
fashion, what you want to do
yourself…."
4
10. VCs fleeing healthcare like female co-workers from Herman Cain!
“The primary reason
given for why firms are
running away from
healthcare is the vastly
more complex
regulatory environment
that has created a dark
cloud over the
biopharma and medical
device industries.”
CNN Money/Fortune Nov. 14, 2011 10
12. Physician Morale Survey sponsored by the American
College of Physician Executives• Low reimbursement rates and
loss of autonomy were the top
two reasons for poor morale.
• Bureaucratic red tape, patient
overload, loss of respect and the
medical liability environment
were among the other reasons
physicians cited.
• Those work problems caused
fatigue in 77% of physicians,
emotional burnout in 67% and
marital/family discord or
depression in about one in three
physician respondents.
ACPE surveyed 1,200 physician executives - most seeing patients-
JANUARY 15, 2007 ISSUE OF AMERICAN MEDICAL NEWS.
WWW.AMEDNEWS.COM
• Physicians appear to be suffering
from relatively low morale
• Higher levels of frustration with
patients are associated with a
variety of non-patient factors,
including physician age, number
of work hours per week,
physician distress, and medicine
sub-specialty practice. to the
future management of
healthcare. *
• Nearly half of all medical
students report burnout **
12
US National Library of Medicine National Institutes of Health
* Characteristics of physicians who report frustration with
patients: an analysis of survey data. Krebs EE, Garrett JM,
Konrad TR.
** (Medical Student Stress Study by Dyrbye and colleagues 545
Minnesota medical students surveyed 2007
13. Singing The Blues
• "Our expenses continue to climb, our income drops, patients are
noncompliant and yet we are supposed to provide expert care 24/7 and be
perfect 100% of the time.“
• "Any job that requires an individual to listen to complaints for years on end
is unhealthy.“
• "I am concerned about the work ethic and general ethics of many
physicians today. All want very large $$$ but some don't really want to
work for it.“
• "In my 50 years in medicine I have seen the field degrade from being a
calling to a profession to a trade to a job.“
13
25. Let’s Start with You!
MILLENIAL:
• Confident.
• Connected.
• Open to Change.
Study by Pew Research Center, a nonpartisan “fact tank” that provides information on the issues, attitudes and trends shaping America and
the world. www.pewresearch.org/millennials. 25
27. Values
• Nearly six-in-ten respondents cited work ethic as one of the
big sources of differences between young and old.
• Asked who has the better work ethic, about three-fourths of
respondents said that older people do. By similar margins,
survey respondents also found older adults have the upper
hand when it comes to moral values and their respect for
others.
• When it comes to each of these traits—work ethic, moral
values, respect for others—young adults agree that older
adults have the better of it. In short, millennials may be a self-
confident generation, but they display little appetite for
claims of moral superiority. 27
28. Back To You!
“Brand You, Inc. “
• Yo-Yo model vs. “40 year Womb to Tomb”
• Know your options. (What work feeds your soul).
• Find work you really enjoy. (You’ll be bored otherwise)
• Beware of perfectionism! Don’t fear failure, fear not trying.
• Think outside the box! “Recognize that the Innovation Age is quickly
building on and replacing the Information Age.” Daniel Pink
• Connect with a community of others you value and relate to. If you don’t
have that group now, find it or cultivate it – beginning now!
28
29. Tune In To
“Your” People • Provide psychological safety
– Spark imagination, encourage
learning and create a safe zone
• Shield People
– Reduce mental & emotional
load and offer freedom to try
new things
• Make small gestures
– “thank you” a real neglected
form of compensation
“Authority figures who
ignore and stomp on their
subordinates’ humanity
sometimes generate quick
gains. But in the long run,
such shortsightedness
undermines creativity,
efficiency, and
commitment.”
McKinsey Quarterly, Aug. 2010, Why Good Bosses Tune Into Their People, Bob Stanton, Stanford University 29
30. Your _________
• What are his or her strengths?
• What are the triggers that activate those
strengths?
• What is his or her learning style?
“To question someone else’s reasoning is not a sign of
mistrust but a valuable opportunity for learning.”.
Chris Argyris, James B. Conant Professor at the Harvard graduate schools of business and education.
30
31. Style Matters
Coercive: “Do what I say” demanding immediate
compliance
Authoritative: “Come with me” mobilizing people to
act, offering choice for actions
Affiliative: “People come first” building commitment,
team harmony/morale
Democratic: gives voice /high on fresh ideas
Pace Setting: exemplifies himself & sets high
standards , demands excellence
Coaching: developing people for the future
Harvard Business Review , April 2000 Daniel Goleman: Leadership That Gets Results
31
33. Unorthodox Rx
• Positive Emotion (the pleasant life/well being)
• Engagement (did time stop for you)
• Relationships (and how we share life with other
people)
• Meaning (believing and serving something bigger
than yourself)
• Accomplishment/achievement (what you choose to
do for its own sake – without anyone forcing you to
do it).
33Martin Seligman: Flourish: A Visionary New Understanding of Happiness and Well-being
34. NO “I” IN TASK
Adopting a more inclusive/open perspective
34
35. It is not the strongest of the species that
“…“It is not the
strongest of the species
that survives, nor the
most intelligent. It is the
one that is the most
adaptable to change…”
Charles Darwin
35
36. HERACLITUS IS FAMOUS FOR HIS
INSISTENCE ON EVER-PRESENT
CHANGE IN THE UNIVERSE, AS
STATED IN HIS FAMOUS SAYING,
"NO MAN EVER STEPS IN THE SAME
RIVER TWICE".
Τα πάντα ρεί: "All things move and nothing remains still“ *
36
37. 2c or not 2c
Open enough not to dismiss the
possibilities?
37
WHAT ARE THE THINGS YOU CANNOT TALK ABOUT ? BECAUSE OF FEAR THEY MIGHT HURT YOUR CAREERS, MAKE YOU LOOK VULNERABLE, NOT CAPABLE…TOO RESISTANT AND HESITANT TO DISCUSS
Uncomfortable emotions….hear them, this is how you learn…
Comfort or achieve your full potential – you cannot dive in and swim if you are comfortable.
WHAT ARE THE THINGS YOU CANNOT TALK ABOUT ? BECAUSE OF FEAR THEY MIGHT HURT YOUR CAREERS, MAKE YOU LOOK VULNERABLE, NOT CAPABLE…TOO RESISTANT AND HESITANT TO DISCUSS
Uncomfortable emotions….hear them, this is how you learn…
Comfort or achieve your full potential – you cannot dive in and swim if you are comfortable.
Let’s start with 3 questions:
What are your expectations out of this?
What keeps you up at nights?
In the end, we’ll all be dead. What do you want to leave behind? What’s YOUR big picture?
CHANGE: like a bomb detonation…
Technology, Artificial Intelligence, Human Genome project are changing the face of medicine. K-Mart as a Medical Care Provider?
Low Morale…How does it affect you? See what’s reported.
Proliferation of services in response to the “crisis”
““Because we grew up surrounded by big dramatic story arcs in books and movies, we think our lives are supposed to be filled with huge ups and downs! So people pretend there is drama where there is none.”
But, you are the ones that make the choices. How you choose to see, hear, feel about things – your view of the world – makes a hell of difference!
So, what is the lesson here? How do you deal with the tricky stuff/ the things left unsaid, untouched, undetected that are important and you fail to see?
ABRAHAM MANSLOW/BRANDEIS: Humanistic Psychology
Human beings are motivated by unsatisfied needs, and lower needs need to be satisfied before higher needs can be addressed. While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization.
What will it take to break through the “isolation?”
Generational divide that affects your work – let’s look at the differences in perception.
career with ultra-stability and certainty has crashed. Now replaced with the “Yo Yo – Your’re On Your Own” model.
become a free agent, PICC (professional independent consultant/contractor) or entrepreneur, or if employed become the intrapreneur, but stay self-directed in your career.
You may be working an extra 20 years since you will be healthier and live longer.
Think of the person who is most important in your life/job. How do you influence them?
It’s not enough to talk candidly. People can still find themselves talking past each other.
Learning to reason productively can be emotional—even painful. But the payoff is great.
Do you recognize these styles in behavior/leadership?
Coercive: In a crisis, to kick start a turnaround, or with problem team members
Authoritative: When changes require a new vision, or when a clear direction is needed
Affiliative: To heal rifts in a team or to motivate people during stressful circumstances
Democratic: ‘What do you think?”To build buy-in or consensus, or to get input from valuable team members
Pace Setting: “Do as I do, now’ To get quick results from a highly motivated and competent team
Coaching: “Try This” To help someone improve performance or develop long-term strengths
Well being/happiness/positive emotions. What are you after in life?
What if YOU were not as important? Can you describe your passion without mentioning the word “I”, say what you do for a living?...Can you paint the picture for someone to imagine taking you out of the frame?
And by focusing more on the things around you, it may be easier to adapt.
Change is constant, fluidity is life…so, you’d better be strong enough to swim…
And remember… the dolphins….If you can’t see them, then look again!