What Do You Think Leadership Is?


A nice buzzword, but what does that mean exactly, leadership? What does it mean to be a good leader? We do not really know but we recognize it when we see one!

I regularly give a “lunch and learn” conference on leadership. The first thing I do is to put pictures of people on the screen and to ask the audience, is that person a good leader? The answers are always surprising. Everyone seems to have their own definition of what a leader or a good leader is. Intuitively, we know when we like to work “for” someone. We like their ideas, we want to follow them, we want to move forward with this leader. We don’t really ask why.


– Leadership has nothing to do with seniority or the hierarchical position in a company.

– Leadership has nothing to do with titles.

– Leadership is not being a manager.

Because you are a manager or a vice-president, people think you’re a leader, but that isn’t the key, not at all. Leadership is the ability to influence, engage and motivate others in achieving success of a common goal. Here is a basic list of desired qualities in a good leader.


– Competent, courageous, honest and credible.

– Energetic, dynamic, positive and full of vitality.

– Has the ability to translate their vision into reality.

– Helps people discover their strengths, while delegating and inspiring.

– Good communicator, knows themselfves well and trusts their intuition.

Before wanting to be a leader, ask yourself, why? Remember that you can be a top executive without being a leader. Should you want to become one, how does it work? First, you need to stop gossiping, stop bitching about everything that bothers you and above all else, stop being passive. A leader looks for solutions instead of complaining, a leader acts. Second, you must get to know yourself. What are your strengths and weaknesses? What kind of person are you?

A test I know that is useful is the “360 review”. You fill out the test, your boss, your colleagues and your employees as well. The test is completely confidential and the results provide you with a view of what you think of yourself versus the perceptions of everyone else. There are questions like: Are you a good communicator, do you delegate, etc. You can type test 360 in Google and you will have multiple examples (free or not) of the test.

The Nova is also an excellent test to determine your personality type. It is based on the following types: organizing, directive, standard, coordinated, cooperative, easy, expansive, promoting. These types are separated into four colors: red, blue, green and yellow. This test demonstrates how to communicate as a leader, according to your profile versus the profile of the person you are with. Even if the other person has not been tested, we can assume their profile by using your knowledge of this person versus the test.

Then to develop leadership skills, we must continue learning to be an expert in our chosen field. It’s important to have credibility as a leader. We must also take risks and take our place, express our opinions and propose changes to improve our work environment.

Is everyone a leader? No. Can people who want to become leaders do it? Yes, in my opinion. But do not forget to ask yourself, why would you want to be a leader?

Source by Sophie Lamarche Barnes

Servant Leadership – Understanding Culture


Simply stated, organizational culture refers to the values, attitudes, and beliefs shared by a group of people. Culture has a profound effect on an organization and it adds structural stability to the group. It provides employees with a frame of reference that enables them to communicate effectively and to recognize right from wrong within the organizational framework. It is the leader’s assumptions of the right way to do things that gets communicated to the group.

When priorities change at the drop of a hat, a framework for change is critical to the health of the organization. “As behavioral codes and values are embedded deeply in the organization, they are generally a strong guideline for all activities.” Understanding culture can help organizations facilitate a framework for change. The dominant elements that are present in an organization are the driving forces behind its culture. “Culture, like an onion, consists of layers that can be peeled off. The outer layer is what people primarily associate with culture: the visual reality of behavior, clothes, food, language, and so on. The middle layer refers to the norms and values that an organization holds: what is considered right and wrong or good and bad. The deepest or inner layer is the level of unquestioned implicit culture. This layer is the result of human beings organizing to reconcile frequently occurring dilemmas.”

Each of these driving forces can be molded into a framework for change, as long as they are understood. The leaders of the future must understand the driving forces behind the organization’s culture so that they can understand how to promote understanding within the culture. Organizations, like people, respond to different motivators. When technology is the driving force, for example, the need to be on the cutting edge might be a motivator. The military frequently subscribes to this culture.

“It is important that leaders not be so in love with the details of the changes they are launching that they sacrifice the spirit of the outcome that the changes were intended to produce. Leaders who become emotionally wedded to their ‘plans’ sometimes fail to distinguish between incidentals and fundamentals and end up establishing the former at the expense of the latter.” In order to maintain a sustainable advantage, the organizations must change as quickly as their strategies. If change is required to maintain a sustainable advantage, why not design the organization to be constantly and quickly changeable? The value gained by conducting a culture-values audit is that it assists stakeholders in understanding their strengths and potential for change. “Understanding how your organizations is the same as and different from other similar organizations, how its different elements are aligned with one another, and in what ways change might be initiated are all important outcomes…”

Source by Kenneth Rice

Leadership Effectiveness: The Importance of Learning Agility and Authenticity


Identifying high potential people is vital for any organization and current performance is often taken as an important indicator of future potential. However, a study conducted by the Corporate Leadership Council in 2005 found that 71% of high performers have limited potential at the next level. To gain a better understanding of Leadership Effectiveness we need to look more closely at the Performance Potential Matrix and the concept of Learning Agility. New studies raise far-reaching questions concerning how best to assess potential, and the extent to which Talent can be developed through appropriate training.

The Characteristics Contributing to High Potential

It is clear that Current Performance is not a reliable measure of Future Potential. As an alternative, many organizations have started to assess Learning Agility, which is regarded as an important predictor of longer-term capability. This is linked to the view that the ability to learn from experience is central to what makes and develops expert leaders. The model is also supported by research on Cognitive Flexibility, which involves:

• ability to spontaneously restructure one’s knowledge in response to radically changing situational demands

• transfer of knowledge and skills beyond the initial learning situation

• speed of response – and effectiveness of adaptation in response to change

The Corporate Leadership Report found that although current performance may be strong, future potential is often limited by short-comings in Ability, Aspiration and Engagement.

In this context, it is possible that Aspiration may be low because of poor Motivation, which can result when Personal Strengths are not being used effectively. We also know that Engagement can be undermined by a range of factors that reduce commitment to the organisation. Both Motivation and Engagement are important to high productivity and can be weakened by issues within the organization. However, the concept of Learning Agility provides a separate ‘point of reference’ that is particularly relevant when assessing Ability and profiling High Potential attributes.

Four main strands of Learning Agility have been identified:

• Mental (Cognitive): the capacity to deal with complexity and make connections

• People (Authenticity): personal insights and conviction about needs and requirements

• Change (Ambiguity): tolerance of ambiguity and willingness to explore & develop opportunities

• Results (Impact): delivery focus, achieving personal impact and motivating others

Learning Agility is supported by “Balanced Processing” of information, which is also one of the cornerstones of Authenticity. More effective professionals, including specialist staff and team leaders, make allowance for their own subjectivity by being responsive to feedback, and applying this feedback to positive effect. They see their Role in the context of the bigger picture, with awareness of what others are doing, and appreciation of Role Interdependence. However, Learning Agility also implies that leaders are able to draw on the Personal Strengths required to respond to unexpected challenges, demonstrate personal conviction, and persuade others.

In the words of Louis Pasteur, Chance Favours the Prepared Mind. It is therefore not surprising that ‘star performers’ are skilled in understanding the expectations of others and managing important Role Relationships. They scan the environment with an awareness of possibilities, which may include both opportunities and threats.

Profiling Success Factors at Work

Competencies should describe the attributes and behavior associated with superior performance and take account of the ‘drivers’ contributing to Personal Strengths. Effective alignment of Strengths is central to the Performance Potential Matrix, highlighting both current effectiveness, and the potential to adapt and respond positively to increased demands. It is worth noting that the work of Henry Murray (1938), relating to distinctive patterns of behaviour, is still relevant in understanding the links between Personal Strengths and role-related competencies.

Objective analysis of current performance can provide insight into attributes that contribute to future potential. By way of example, a 360 degree feedback study of UK nurses and midwives was completed in 2010. Initial interviews with experienced, senior-level staff suggested eight competencies and more than 60 important behaviors. Following testing of this model, using the 360 data, analysis highlighted five clearly defined factors based on 40 ‘core statements’ that were most closely attuned to the Role and Context. These midwifery and nursing competencies included:

• Factor 1: patient / client engagement

• Factor 2: team leading / communication

• Factor 3: setting clear direction

• Factor 4: focusing on performance

• Factor 5: communicating with doctors

It becomes evident that the demands of some situations e.g. taking control of situations and setting clear direction, requires direct access to Personal Strengths. (This focus on activities also serves to highlight how Emotional Intelligence or “EQ” is translated into key patterns of work behaviour). The competencies that emerge can be linked to effectiveness in handling Critical Incidents that differentiate more-effective performance. The 360 degree feedback highlight strengths, but also weaknesses that can undermine current performance, and the potential for more senior roles.

The study supported the view that high performance behaviour needs to be viewed in terms of role and context. There is also value in being able to target specific questions to gain relevant feedback from key groups. This reduces the time required by respondents to complete 360 feedback. At the same time, written feedback can be more role and situation specific (i.e. tailored to different groups of respondent). Shortcomings in performance caused by a lack of insight can then be addressed by coaching and development. The potential benefit of this approach is discussed in more detail in the following section.

Intelligent 360 degree feedback, which targets specific questions to key groups of respondent, can play a significant part in developing essential role insight and increased self-awareness.

How a Training Program Increased Productivity by 25%

Understanding Success Factors can link directly to improvements in Performance and Productivity. An important study at Bell Labs, reported in the Harvard Business Review (1993), highlighted significant differences in the productivity of average and ‘Star Performers’. These differences were not explained by critical reasoning ability or personality traits (and it is likely these would have been assessed previously). However, the Star Performers displayed more-effective work strategies, notably in terms of demonstrating initiative and maintaining contact and dialogue with customers. A subsequent productivity improvement process raised awareness of Success Factors based on different patterns of work behaviour. After twelve months this achieved a remarkable 25% improvement in productivity.

It is very important that any Talent Management process builds on awareness of Success Factors. This means that competency models must be tuned-in to what is really important. There is therefore real value in strengthening competency profiling by combining the more usual interviews, and review of Critical Incidents, with quantitative analysis based on 360 degree feedback. If competencies and statements of behaviour are valid, they should make sense to the people who are using them to provide feedback. They will then ‘map’ onto the competencies. Analysis of 360 degree feedback ratings can be particularly useful in identifying the questions that are relevant to different groups.

What Are the Building Blocks of Authenticity?

Authenticity has been described as the unobstructed operation of one’s time, or core self, in one’s daily enterprise. For a leader, this means a sense of Personal Conviction about overall requirements, which is essential in developing a wider sense of shared purpose. Alongside Learning Agility, we can identify Authenticity as the second element in the Performance Potential Matrix that helps identify High-Potentials.

Looking more closely at Authentic Leadership, we see that this involves demonstrating personal conviction and identifying with an activity. It is also about developing a sense of shared purpose, which involves creating a sense of Authenticity in others. However, this vital element of Authentic Leadership is often overlooked. The concept can be contrasted with Transformational Leadership, which emphasizes use of Charisma and a Compelling Vision to overcome people’s ‘self interest’ in order to gain commitment to organizational goals. This may work in short-term turnaround situations but is of less long-term value to the organisation. Indeed, there can be real dangers in following charismatic leaders with a compelling vision.

Four core elements support development of Authenticity, which is associated with more-effective leaders:


…understand their unique talents, strengths, sense of purpose, core values, beliefs and desires… are open to experience, and receptive to feedback that supports the process of gaining this insight.

Balanced Processing

…make allowance for their subjectivity and are therefore inclined and able to consider multiple sides of an issue and multiple perspectives as they assess information in a relatively balanced manner.

Relational Authenticity

…strive to achieve openness and truthfulness in their close relationships, using selective self-disclosure to build trust and appear genuine in their interaction with others.

Authentic Behavior / Action

…respond to situations in a way that is appropriate, in the context of their role, whilst recognizing their core values and, as far as possible, acting in a way that is consistent with these values

Authentic Leadership has a strong operational focus and is very much concerned with results and outcomes. It is about achieving maximum benefit by harnessing the latent energy of positive role relationships. Increasingly, a leader needs to consider how best to manage a number of different relationships, each of which can impact on outcomes. These ‘contact groups’ may include the individual’s immediate manager, colleagues, customers/clients, key contractors/suppliers, other business partners, and stakeholders.

Taking Action to Increase Leadership Effectiveness

There is growing interest in the concept of Distributed Leadership, but this is also likely to be more successful when associated with Authenticity. Leadership skills need to be supported by self-awareness, and particularly understanding of how current patterns of work behaviour can impact on the role-related expectations of others. Cascaded Leadership, with delegated authority, is increasingly seen as an important element in building an organization’s capability to meet future challenges. However, this requires managers to create the ‘shared purpose’ required to align employees’ behaviour with role requirements. This is an essential step that contributes to effective leadership performance.

In summary, recent developments highlight more effective ways to identify Potential and build on Strengths. These insights are relevant at both an individual and ‘collective’ level, where new psychometrics can include group-based reports that support Training Needs Analysis. Whilst a number of the attributes contributing to Learning Agility and Authentic Leadership may be familiar, what is particularly noticeable is the growing emphasis on Managing Role Relationships.

Learning Agility and Authentic Leadership are central to the long-term success of modern organizations. The links to Management of Role Relationships also underline the importance of Self-Review and ‘focused feedback’ in unlocking potential at work.

Source by David Sharpley

Why Is Leadership Important? – 3 Reasons Why We Need Leadership


Leadership is important for a variety of reasons and will be explored further in this post. As you reflect on what leadership represents, as well as the significance of it, contemplate the role that you will play in your own personal development and leadership development.

Some people say that leaders are born, others say that leaders are created and others like myself believe that leaders are a combination of the two. Not everyone is a leader and that is alright. If everyone was a leader there would be no one to follow, but do be mindful of the fact that the most successful leaders are also good followers.

There is a reason for this, it is because leadership is a constantly evolving characteristic and it needs to be developed. As a leader you will follow those that are closer to where you want to be in your own life and in turn you will become a better leader.

Reason #1 Why we need leadership: Leaders help turn chaos into opportunity. They have the ability to organize a group of individuals and motivate them to achieve great results. Without leaders, change is difficult. Change happens when someone makes the decision to step up and say “It’s time for change” think about this for a moment. Think about the impact that people like Martin Luther King made during his lifetime. He rose to become a leader that inspired the masses. His “I have a dream” speech is still taught in schools today. He is a reminder of the importance of leadership.

Reason #2 Why we need leadership: Once the dust has settled the leaders are the ones that keep things moving. What that means is that even though the project is finished doesn’t mean the work is over. Take project managers for example, after the project has been turned in everyone is ready to call it a day but there is still work to be done. A leader will inspire their team to finish up unpleasant work so they can reap the rewards of their efforts.

Reason #3 Why we need leadership: This may sound odd but we need leadership because as human’s we want to hold someone responsible when things go wrong. No one wants to be the person responsible but a good leader will accept responsibility for not just their mistakes but in some cases, they may even accept the responsibility for the mistakes of their team. This is because a good leader understands that taking the time to develop and motivate their team to achieve favorable results is their responsibility. If they fail in that responsibility, they take the experience and they grow from it because of reason #1.

Remember, the world can be a chaotic place, leaders can play a vital and important role in helping us to navigate through this place. That is why leadership is important and it is why we need leadership.

Source by Jennifer S Benson

8 Games for Youth Leadership Training


Are you looking for an innovative approach to teach youth leadership skills and principles? In addition to being a great option, educational games engage and inspire. This article recommends eight strong potentials for in-school programs and youth seminars.


· Everyday Leadership Cards

Everyday Leadership Cards pack a punch! Each card contains either a writing or discussion prompt. For example, participants might be asked to explain how they would respond to a scenario applying critical thinking, problem solving, and communication skills. At the same time, students are challenged to explore values and increase their vocabulary; the definition of a term is placed on each card.

So, what makes this card game unique? In addition to providing you with a unique teaching tool, it can be used in a variety of ways. One is to combine the cards with another lesson. Another is to use the prompts for essays or journal writing. Third, the cards could be topics for group projects.

· Thinkpak

Like the former, Thinkpak comprises a deck of cards. These, however, covers questions and application of Michael Michalko’s techniques. Who is Michael Michalko? And how did this game develop? A former officer in the United States Army, he assembled the top experts in academics and intelligence around the world to research and apply all creative ways to solve social, political, and military problems. This game became an outgrowth of his work.

By brainstorming and thinking outside the box, Michalko invites students to oppose his theories. The deck of cards might also be used as prompts for writing or research. Students could work individually or in groups

· Leadership Lessons in a Jar

Is your jar half empty or half-full? Well leadership lessons in a jar brims with 101 wisdom cards. The lessons teach values, morality, human relations, and more. Ask students to share their reaction and/or interpretation. You’ll initiate lively discussions or essays. Think of unique ways to integrate them into group projects.

· Leadership Word Cloud

Mix things up with a jigsaw puzzle. However, instead of buying one, invest in 4 or five. Then, you can divide the class in small groups. Nevertheless, take a piece from each puzzle. Watch to see how the groups respond. How long does it take for students to realize that a piece is missing? Do they look outside of the group for answers? The Leadership Word Cloud contains 30 pieces with terms. It supplies a novel way to teach vocabulary also.

· Chill Skills in a Jar

This game introduces coping skills for anger. What an appropriate topic especially with all the violence occurring in our communities and schools. Youth need to understand anger, learn positive ways to handle it, and maintain healthy relationships. This jar has 101 cards that you can combine with an anger management tips for teens book.

· Conflict Resolution Thumball

Conflict is a fact of life, and students need to develop skills to resolve them. Toss the ball and the receiver responds to the prompt or question under his or her thumb. The conflict resolution thumball can serve as an icebreaker or activity to summarize key points.

· Choices in a Jar

Choices in a Jar provokes critical thinking and making good decisions. The jar holds 101 cards with interesting situations. Each dilemma reinforces the connection between choices and consequences.


This game increases communication skills because students learn how to hold conversations on diverse topics. TABLETOPICS includes 135 questions relating to ethics, integrity, values, and respect

Source by Stephanie Harbin

Leadership Lessons From Apollo 13


You might be surprised to know you can learn valuable leadership lessons from watching the Apollo 13 movie popping up on various cable channels these days. Wanting success did not get this spacecraft back to earth. True leaders have strategies they employ to make sure failure, as they say in the movie, is not an option.

The first step is, of course, communicating that you have a problem in the first place and “Houston, we have a problem” did just that. Let’s continue our journey to find out what else the Apollo 13 movie can teach us about leadership:

o Don’t Wait to Call in Your Support Team. Build a back-up support team into your project. At the first sign of trouble, ask for help. Call them up; get them out of bed just like in the movie. Think of your support team as understudies for the project. They know what you know.

o Work the Problem. Defining the problem is the hardest part of problem solving. They didn’t solve part of the problem with the spacecraft and then congratulate themselves–this is common and usually creates additional work. Don’t make the problem worse by guessing what is wrong.

o Know When to Cut Your Losses. Listen to the experts on your team. It didn’t take much time to decide they weren’t going to moon. They didn’t dwell on it. They kept going; and so should you.

o Stay Calm. In the movie, multiple people write down coordinates, check them and report results to the leadership. They remain calm despite the life-and-death situation. If they could do this on Apollo 13, you can do it at your office.

o Keep Communication Avenues Open. In the film, one character turns off his television and takes his phone off the hook, costing valuable time and input in solving the crisis. Make sure you can get in touch with people on your team. Create a policy if you must.

o Work with What You Have—Not What You Wish For. Many leadership teams waste valuable time and effort discussing what could have been. Remorse, like other regrets, accomplishes nothing. In the movie, one team dumps actual items they have to work with in the spacecraft to correct oxygen levels on a table. Enough said.

o Be Creative. In the movie, one character despairs at how the items on the table can solve the oxygen problem–they weren’t designed for this, he declares. The leader responds: “I don’t care what it was designed to do. I care what it can do.”

o Never Stop Practicing. Simulate success at every opportunity. Try it out. In the movie, the astronaut on the ground works the test chamber until the process is successful. Test your theories.

o Stick to Tried-and-True Procedures. Don’t throw everything out the window. You probably had good reason to come up with your procedures. They worked for a reason, and will do so again.

o Restate Your Vision. Leaders need to remind people why the work needs to be done in both positive–and sometimes dramatic terms.

When Apollo 13 occurred, America was facing its first serious space disaster. It didn’t happen. The team leader told them it wouldn’t–inspiring success.

Source by Darrell L. Browning

Meeting Leadership – 3 Primary Responsibilities of Meeting Leaders


As every business becomes leaner and greener, leaders look for ways to increase effectiveness throughout the organization. When you look at utilization of resources, serious consideration must be given to the time spent in meetings.

There are several questions to ask prior to calling a meeting:

  1. What is the purpose of the meeting?
  2. What are the desired outcomes?
  3. Who should attend?
  4. What is their role?
  5. What do they have to contribute?
  6. What are their logistical challenges for attending?

Too many meetings involving too many people are called too frequently! By answering the above questions above, you get the right people involved at the right time for the right reasons.

So what are the three primary responsibilities of meeting leaders?

The first responsibility of a meeting leader is to thoroughly research and understand the organizational needs and determine the desired outcome from the meeting. Then – and only then – should a meeting be called.If a meeting is called just to communicate information, consider other ways to achieve the same results. If, indeed, discussion is needed, then a meeting is the right choice. Then the question becomes, what type of meeting do you need?

The second major responsibility of a meeting leader is to be prepared. This means being prepared when the meeting is announced as well as when leading the meeting.

  1. Send a written meeting announcement or “Call to Meeting” at least 48 hours ahead of time. (Even this time frame does not give people much time to adjust their schedules.)
  2. Include an agenda so people will know
  • The purpose of the meeting
  • The time frame
  • Who is presenting
  • Topics to be discussed and
  • Expected outcome(s)

Any assignments for the participants or reminders of actions due from previous meetings should be included. Prepared participants will have more to contribute to a successful meeting.

The third responsibility of a meeting leader is to be a strong and accepting facilitator.

  1. Strong in planning, determining format, timeline, etc. and maintaining focus on the agenda.
  2. Accepting in allowing meaningful discussion, even if it is contrary to the leader’s thoughts or position, while keeping the participants on the agenda and timeline.

A successful leader encourages input from all present and knows how to limit the input of those who like to talk too much. Using good communication skills, an effective leader can paraphrase to confirm understanding or ask questions to redirect the discussion to other participants, thereby limiting the talkative participant. There are a number of other techniques to control both the lack of input and too much input while still respecting the views of the participants.

As you approach the end of the meeting time, save time to clarify questions, summarize discussion and determine next steps and assignments. Then end the meeting on time – at the time indicated on the original agenda. After all, participants made their plans according to that information. Distribute the meeting minutes within 48 hours to confirm the meeting’s outcome(s) and the next steps, including specific assignments and deadlines.

If you do this, you will be seen as an effective meeting leader. Participants will respect you for being prepared, giving proper notice and follow up, facilitating fairly, and starting and ending your meetings on time.

Source by Sherry Day

The Importance of Physician Leadership


The goal of many healthcare providers is the Triple Aim-better care at a lower cost with a focus on a positive patient experience. Providers with these goals need strong physician leaders to help them reach the goals. More provider organizations are beginning to recognize the importance of physician leadership to be successful.

The American Medical Association states in its whitepaper Integrated Leadership for Hospitals and Health Systems: Principals for Success that healthcare administrators must work with physician leaders to reach their goals. A relationship based upon mutual trust between physicians, clinical staff and administrators is vital to deliver care that focuses on the patient. To quote the article: “It is possible that integrated leadership would benefit patients by focusing on developing new channels for patient engagement, and delivering care in a manner that eliminates overuse, underuse and misuse of resources while increasing physician professional satisfaction, building trust relationships and financial stability for both physicians and hospitals.”

It is a principal of lean healthcare and lean manufacturing that the best measurable outcomes occur when those closest to the patients or clients provide input into the process of care or manufacturing. It is sensible, then, that physicians, who along with other clinical staff are closest to patients, can provide significant insights into the best processes to deliver care that is effective while preventing waste and duplication, thus saving costs. Integrating physicians into leadership positions ensures that such insights are incorporated into care processes.

Recently I was discussing physician leadership with my own primary care physician, Dr. Daniel Harro of Mercy Health Physicians Partners. He said that it has been important to him and his fellow physicians that they are represented by Dr. David Blair as president and chief medical officer of Mercy Health Physician Partners. They find it important that he still meets patients weekly. Dr. Blair has helped this group navigate from being a group of independent physicians to a partnership with Trinity Health of Livonia, Michigan. He has also guided the primary care physicians into becoming accredited as patient-centered medical homes with many of the offices achieving level 3 designation.

In December, 2016, the Harvard Business Review in an article titled Why the Best Hospitals Are Managed by Doctors noted that the best quality hospitals are led by physicians. According to U.S. News and World Report the best hospital is Mayo Clinic. It is run by highly skilled physician John Noseworthy. The second highest ranking hospital, Cleveland Clinic, is run by physician Delos “Toby” Cosgrove. The article states further that of the top 100 hospitals in the U.S. the ones that are led by physicians have a 25% higher quality score than those that are not.

The Medical Group Management Association emphasizes the importance of physician leadership too. In a survey of its members it found that about 60% of those responding stated that they use a dyad management style at their sites. The leaders are a practice manager and a physician. Because each share responsibility for the success of the group, it is extremely important that the two integrate effectively to provide leadership and direction to the sites, most of which are ambulatory. MGMA suggests that the two leaders first consider how their leadership styles complement each other and where they might conflict. In doing so, they should strive to present a united front to staff. As Stephen Covey states in The 7 Habits of Highly Effective People the two leaders should Think Win-Win when considering what direction to lead the staff of the practice. MGMA recommends that the two leaders focus on several skills in order to be successful:

· Have a vision and stick to it. As Stephen Covey says, Begin with the End in Mind

· View change as an opportunity. Change seems to be accelerating presently and leaders must be nimble in adapting to responding to changes thrust upon the practice and should also explore what changes can improve the outcomes for the practice.

· Understand risks. Leaders should be able to assess the risks facing the practice and should lead the practice in overcoming risks and profiting from the risks.

· Unify the staff. Be sure that each staff member understands the importance and responsibilities of their roles in the practice. The leaders should develop teamwork among the staff.

· See the practice as a business. In order to provide the best care at a lower price the leaders need to see that the practice is run as an efficient business. The healthcare business model is unique and complex.

Physicians as leaders must see the whole structure of the organization that provides the care. At an ambulatory site, for instance, the physician leader must see beyond the clinicians providing direct care to patients. They must also understand the processes of the front office-the receptionist and sign-in personnel-the billing and collection staff, the administrative leaders and other staff that are important in providing services that support the clinicians and the business structure of the organization. While understanding and being involved in the processes outside of clinical care, the physician leader also needs to assert that the physician staff be able to provide effective care to patients without interference from administration. That is, the physicians need to feel free to provide clinical care that is patient-centered and conforms to best medical practice using the unique skills of each physician. Physician leaders need to build trust among administrative leaders that the clinical staff is providing patient-centered care.

The pace of change in providing healthcare is challenging at the present time. In fact, there is a great deal of uncertainty about the structure of reimbursements and the business models that providers need to adopt. Because present risk seems to be high, it is very important that organizations partner effectively with physician leaders to face the day-to-day risks and to develop effective models to deliver care to patients. The importance of physician leadership is key to the success of providing effective care, to reaching the Triple Aim.

Source by Donald Bryant

Leadership Team Development Business Review – Are They Legit?


There is a lot of buzz on the internet about whether or not the Leadership Team Development (LTD) business is a scam. In order to figure this out, let’s first gain some insight into what exactly LTD is.

LTD was originally known as Winters Marketing, named after its founder, Larry Winters. Larry is an Independent Business Owner (IBO) in the Amway Global opportunity, who was originally part of the Britt World Wide (BWW) team. Sponsored by Crown Paul Miller, Larry has achieved great success within Amway, having reached the level of Double Diamond in August 2007. Larry and his top leaders formed LTD as a way to provide training and support for the IBO’s on their teams. Amway offers training specific to particular products within the Amway business line for IBOs, but organizations like LTD provide more in depth knowledge, motivational messages and training.

LTD is made up of the 12 diamond businesses that are actually a part of Larry’s Amway business team, as well as 11 additional Diamond businesses that are Amway affiliated, but not part of Larry’s Amway business. PDP’s are not mandatory, and a business team is not required to affiliate their business with any PDP, including that of their upline.

The LTD team provides training to IBO’s in these organizations through several means: books, CD’s, DVD’s, weekly and quarterly training seminars, and special events. In particular, the LTD team puts focus on teaching the Quality Invite (QI) marketing system for building their business, which is used to interview potential prospects, as well as promote attendance at their weekly education seminars throughout the country.

The answer to the question “Is the LTD business a scam” is a resounding no. The LTD business team provides an educational backbone that has resulted in proven success for LTD/Amway Global businesses. They offer training materials and events at a reasonable price, and the information provided typically is of good quality.

Where LTD has a deficiency is in the adoption and teaching of marketing strategies other than the QI to its affiliated members. Members are discouraged from learning techniques and strategies for building a successful network marketing business other than those being taught by their upline. At this time, they have deployed a web presence, but their efforts to drive traffic to their sites through online marketing strategies has been limited.

Typically, an LTD upline teaches their downline to build a list of names of everyone they know, through some type of memory jogger, the names and numbers in their cell phone, their friends on Facebook, etc… This list is where their initial QI prospects come from. Once they have gone through this list, the IBO is then encouraged to talk with everyone they meet as a potential QI candidate-the barista at Starbuck’s, the mailman, the janitor at work, anyone who gets within three feet of the business owner. All 23 of the LTD Diamonds have achieved that level using this technique. However, this is an approach that the larger portion of the population will struggle to execute, due primarily to differing personality types.

Source by Jamie Gaymon

Educational Leadership: Different Roles School Principal Have to Face


I have seen a meme which says a school depends on the one who manages it. Well, I believe not only the one who has the final say on everything about the school’s fate be blamed for or be given accolade to, but the whole community within or out the school. Efforts done in collaboration, conscientious performance of each assigned tasks as reflected on the job descriptions, and the delegations of work so as not to bombard the head with all the tasks beyond her/his capacity as a normal human being– are necessary ingredients in making a school successful or, without them, the other way ’round happens. Highlighting the positive is the norm, of course, for no one wants to be the bearer of bad news. Well, let’s tackle the roles a school principal have to take in order to ensure that within her/his might; all’s well toward learners achieving human excellence within/beyond school.


Role as a School Leader

Daunting defines the work of a school principal when it comes to all facets of work under her/his belt. However, with all the necessary preparations ranging from physical to mental to psychological to emotional to spiritual one needs to have reservoir of patience, bundles of energy and truckload of confidence in order to deliver what is expected of her/him. Since a school community is composed of different people with different attitude, personality, background or culture, etc one needs the necessary skills in dealing with them; thus, ensuring smooth relationship which means going beyond call of duty, even to the extent of sacrificing personal comfort, happiness and so on. Leaders like this could make impossible possible; a lowly school could be transformed into performing to excellent and so on.

Role in Student Discipline

Sans discipline instituted among learners, the school would be chaotic. An environment like this would never be successful in achieving desired goals, either localized or national standards be a burden to take especially among teachers who are front liners where they have to bend backward so as to reach out problematic learners due to myriad of factors around. Conferences with parents and other significant persons in the community could change mindsets who are supposed to be partners in maintaining harmonious relationship between and among learners, teachers, staff and parents, but are sometimes unenlightened in their responsibilities to help out. Yes, learning takes place in a conducive school environment where each one knew what people around expect them to be.

Role as Teacher Evaluator

Gauging the ability of teacher to teach, manage a class, deal with problem kids and cranky parents, do assigned tasks, etc. a school principal must have all the tact, expertise and compassion to take the teacher’s journey be smooth and meaningful within her/his leadership style. Mentoring or coaching teacher especially newly hired ones takes time and expertise to hone them from being a beginner to becoming proficient or highly proficient as the time goes by. No one should be frustrated because of his/her inept attitude toward the one being burdened by tasks assigned improperly. No one should have a fast exit out of desperation. No one should take his own life out of bullying or inhumane treatment due to biases of some senior teachers or school principal him/her-self.. No one should be labeled as “pasaway” or hard-headed, whatever.

Role in Developing, Implementing, and Evaluating Programs

Since school must meet the needs of its clientele, programs catering those needs be developed, implemented and evaluated properly, or should I say, expertly. And here, an expert leader can initiate brainstorming activities with all teachers and stakeholders where data from investigations serve as springboard for such program, say in reading remediation, PHIL-IRI results could be lamentable; thus, reading programs suited to each kid be put in place complete with all the needed support or resources to make it effective, efficient and impactful. All programs must sane enough to get desired goals and one responsible in attaining this is the one in charge of the school.

Role in Reviewing Policies and Procedure

Student handbook serves as guides for good behaviors. School principal must have final say on everything written on it and be well-informed on additions, revisions, etc. so as to avoid committing lapses in dealing with expulsion procedure, to mention a few. Accountability of all concerned be emphasized so as to limit instances of misunderstanding, media harassment and so forth.

Role in Schedule Setting

Scheduling tasks needs tremendous energy especially before the opening of the year. Bell schedule, duty schedule, computer lab schedule, library schedule, among others are daunting tasks to do. Cross-checking each one to ensure fair distribution of tasks among teachers and staff would spell a difference. Too much tasks given to a particular teacher could be a source of depression, jealousy among them, and myriads of issues.

Role in Hiring New Teachers

Hiring the right persons to do the job is vital to avoid headaches later. Not only does a school principal have the wisdom to hire the best among the applicants but the faith in his choice to perform when validated by other stakeholders in hiring process. With the help of superior, he/she could get the right one from the applicants, and see to it that mentoring or coaching be the next step to ensuring proficient partners in delivering quality education among learners.

Role in Parent and Community Relations

Befriending parents and significant people within the community means a lot. A parent with a problematic child could be more cooperative to the school when she/he has the chance to be heard and become partner in helping out the child overcome his/her problem. Likewise, business people in the community could extend help to the school needs like sponsoring an event, donating cash or in kind during “Brigada Eskwela”activities, Scouts Investiture, to mention a few.

Role in Delegating Tasks

No one has the monopoly of time, energy and all. Therefore, building rapport with co-workers means giving them a chance to take part in providing services to clientele, within their level of capacity and talent. Aside from giving them confidence and trust, teachers realize that they can also act like one having the taste of managing people toward an end in mind.

Complex, daunting, multi-dimensional and multi-layered are the tasks faced by a school principal. It takes a village actually to make a successful school. With the support of people around, it is always possible to transform a lowly school into progressive one; provided qualified ones be installed in power, not because of political clout and other considerations detrimental to human psyche. For, you cannot give what you don’t have.

Source by Larry Icabandi Nabiong