Everyday Leadership: Get Over Yourself Drew
Description: Everyday Leadership: Get Over Yourself Drew Jensen, PharmD North Arkansas Regional Medical Center Disclosure The presenters have no conflicts of interest, real or apparent, and no financial interests in any company, product, or service to
Related Topics
Download Presentation
"Everyday Leadership: Get Over Yourself Drew" is the property of its rightful owner. Permission is granted to download and print the materials on this website for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Presentation Transcript
slide1. Everyday Leadership: Get Over Yourself Drew Jensen, PharmD
North Arkansas Regional Medical Center<br>
slide2. Disclosure The presenters have no conflicts of interest, real or apparent, and no financial interests in any company, product, or service to disclose.<br>
slide3. Pharmacist Objectives Identify your organization’s stage of culture based on the tribal leadership model.
Describe the characteristics of each of the five stages of tribal culture.
Recognize and implement strategies that will enable the tribe to upgrade its culture.<br>
slide4. Technician Objectives Describe how to determine your company’s stage of culture using the tribal leadership model
Discuss the five stages of tribal culture.
Examine strategies to help the tribe to upgrade its culture (to trade one set of values for another).<br>
slide5. Defining a Tribe Any group of people between 20 and 150
Would stop and say “hello” if they saw each other walking down the street
Likely people in your cell phone contact list
Small company = tribe
Large company = tribe of tribes<br>
slide6. Identifying Your Tribe’s Stage Individual assessment
At your workplace, think about how
most people talk
most people structure their relationships
5 minutes<br>
slide7. The Rules Every tribe has its own way of speaking (dominant culture), which can be pegged on a 1 to 5 scale
Stage 5 > 4 > 3 > 2 > 1
People and groups can only advance one stage at a time
Person in stage # (not a “stage # person”)<br>
slide8. 5 Tribal Stages<br>
slide9. Identifying the Tribal Stage Based on two factors
Language used by the tribe
Structure of relationships within the tribe
Role of Tribal leader
Listen for which culture exists in the tribe
Upgrade the tribe using specific leverage points<br>
slide10. Stage 1: On the Verge of a Meltdown Language
“Life sucks”
May be acts of violence or extreme verbal abuse
Structure
Isolated gangs that operate by their own rules
Often based on absolute loyalty to the group
2% of workplace tribes<br>
slide11. Stage 2: Disconnected & Disengaged Language
“My life sucks”
Apathetic victims; no initiative or passion
Endless well of complaints, unmet needs
Structure
Cluster together in groups that encourage passive aggressive behavior
25% of workplace tribes<br>
slide12. Stage 3: The Wild West Language
“I’m great (and you’re not)”
People talk mostly about themselves; focus appearing smarter and better than others
Structure
“Lone warriors” forming dyadic (two-person) relationships
Rarely bring people together
49% of workplace tribes<br>
slide13. Stage 4: The Zone of Tribal Leadership Language
“We’re great (and they’re not)”
Information moves freely through the group
Focuses on “we” and not “me”
Structure
Teams are the norm (building block = triads)
Built on shared values
22% of workplace tribes<br>
slide14. Stage 5: Making a Global Impact Language
“Life is great”
Hardly a reference to competition
Limitless potential, bounded only by imagination
Structure
People can find a way to work with almost anyone, providing commitment to values
2% of workplace tribes<br>
slide15. Ubiquity of Stage 3 Dominant culture in most workplaces (49%)
“Teams” consist of a star and a supporting cast
Most professionals cap out at this stage where winning is all that matters, and winning is personal
Workplaces usually dehumanizing<br>
slide16. Moving Past Stage 3 The tribal leadership epiphany
Joining projects that are “bigger than yourself”
Establishing Triads<br>
slide17. Success Indicators Using “we” instead of “I” language
Actively forming triads – expanding network from a few dozen to several hundred
Working less, and getting more done
Communicating with transparency – more information and more often<br>
slide18. Goal of Tribal Leadership Upgrading as many people as possible to the next stage of tribal culture
Reaching stability at stage 4 (“we’re great”) with occasional leaps into stage 5 (“life is great”)
Doing work for the good of the group
Reward: loyalty, hard work, innovation, and collaboration<br>
slide19. The Everyday Leader Josh Bright, PharmD
Director of Pharmacy Services<br>
slide20. Pharmacist Objectives Identify attributes of an everyday leader
Describe how the everyday leader contributes to building functional teams<br>
slide21. Technician Objectives Characterize the qualities of an everyday leader.
Explain how the everyday leader can assist in building a functional team.<br>
slide22. The pitch<br>
slide23. Tending the daisies<br>
slide24. “Oh, the new psychiatrist”<br>
slide25. The Everyday Leader<br>
slide26. humble, hungry, smart The Everyday Leader Key Attributes:<br>
slide27. humble, hungry, smart The Everyday Leader<br>
slide28. humble, hungry, smart The Everyday Leader<br>
slide29. 1946<br>
slide30. The Wrap<br>
North Arkansas Regional Medical Center<br>
slide2. Disclosure The presenters have no conflicts of interest, real or apparent, and no financial interests in any company, product, or service to disclose.<br>
slide3. Pharmacist Objectives Identify your organization’s stage of culture based on the tribal leadership model.
Describe the characteristics of each of the five stages of tribal culture.
Recognize and implement strategies that will enable the tribe to upgrade its culture.<br>
slide4. Technician Objectives Describe how to determine your company’s stage of culture using the tribal leadership model
Discuss the five stages of tribal culture.
Examine strategies to help the tribe to upgrade its culture (to trade one set of values for another).<br>
slide5. Defining a Tribe Any group of people between 20 and 150
Would stop and say “hello” if they saw each other walking down the street
Likely people in your cell phone contact list
Small company = tribe
Large company = tribe of tribes<br>
slide6. Identifying Your Tribe’s Stage Individual assessment
At your workplace, think about how
most people talk
most people structure their relationships
5 minutes<br>
slide7. The Rules Every tribe has its own way of speaking (dominant culture), which can be pegged on a 1 to 5 scale
Stage 5 > 4 > 3 > 2 > 1
People and groups can only advance one stage at a time
Person in stage # (not a “stage # person”)<br>
slide8. 5 Tribal Stages<br>
slide9. Identifying the Tribal Stage Based on two factors
Language used by the tribe
Structure of relationships within the tribe
Role of Tribal leader
Listen for which culture exists in the tribe
Upgrade the tribe using specific leverage points<br>
slide10. Stage 1: On the Verge of a Meltdown Language
“Life sucks”
May be acts of violence or extreme verbal abuse
Structure
Isolated gangs that operate by their own rules
Often based on absolute loyalty to the group
2% of workplace tribes<br>
slide11. Stage 2: Disconnected & Disengaged Language
“My life sucks”
Apathetic victims; no initiative or passion
Endless well of complaints, unmet needs
Structure
Cluster together in groups that encourage passive aggressive behavior
25% of workplace tribes<br>
slide12. Stage 3: The Wild West Language
“I’m great (and you’re not)”
People talk mostly about themselves; focus appearing smarter and better than others
Structure
“Lone warriors” forming dyadic (two-person) relationships
Rarely bring people together
49% of workplace tribes<br>
slide13. Stage 4: The Zone of Tribal Leadership Language
“We’re great (and they’re not)”
Information moves freely through the group
Focuses on “we” and not “me”
Structure
Teams are the norm (building block = triads)
Built on shared values
22% of workplace tribes<br>
slide14. Stage 5: Making a Global Impact Language
“Life is great”
Hardly a reference to competition
Limitless potential, bounded only by imagination
Structure
People can find a way to work with almost anyone, providing commitment to values
2% of workplace tribes<br>
slide15. Ubiquity of Stage 3 Dominant culture in most workplaces (49%)
“Teams” consist of a star and a supporting cast
Most professionals cap out at this stage where winning is all that matters, and winning is personal
Workplaces usually dehumanizing<br>
slide16. Moving Past Stage 3 The tribal leadership epiphany
Joining projects that are “bigger than yourself”
Establishing Triads<br>
slide17. Success Indicators Using “we” instead of “I” language
Actively forming triads – expanding network from a few dozen to several hundred
Working less, and getting more done
Communicating with transparency – more information and more often<br>
slide18. Goal of Tribal Leadership Upgrading as many people as possible to the next stage of tribal culture
Reaching stability at stage 4 (“we’re great”) with occasional leaps into stage 5 (“life is great”)
Doing work for the good of the group
Reward: loyalty, hard work, innovation, and collaboration<br>
slide19. The Everyday Leader Josh Bright, PharmD
Director of Pharmacy Services<br>
slide20. Pharmacist Objectives Identify attributes of an everyday leader
Describe how the everyday leader contributes to building functional teams<br>
slide21. Technician Objectives Characterize the qualities of an everyday leader.
Explain how the everyday leader can assist in building a functional team.<br>
slide22. The pitch<br>
slide23. Tending the daisies<br>
slide24. “Oh, the new psychiatrist”<br>
slide25. The Everyday Leader<br>
slide26. humble, hungry, smart The Everyday Leader Key Attributes:<br>
slide27. humble, hungry, smart The Everyday Leader<br>
slide28. humble, hungry, smart The Everyday Leader<br>
slide29. 1946<br>
slide30. The Wrap<br>