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 disclose.

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.

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).

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

Identifying Your Tribe’s Stage Individual assessment At your workplace, think about how most people talk most people structure their relationships 5 minutes

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”)

5 Tribal Stages Stage Mood Theme 5 Innocent Wonderment “Life is great” 4 Tribal Pride “We’re great” 3 Lone Warrior “I’m great (and you’re not)” 2 Apathetic victim “My life sucks” 1 Despairing hostility “Life sucks”

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

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

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

Stage 3: The Wild West Language Structure 49% of workplace tribes “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

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

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

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

Moving Past Stage 3 The tribal leadership epiphany Joining projects that are “bigger than yourself” Establishing Triads

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

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

Josh Bright, PharmD Director of Pharmacy Services The Everyday Leader Josh Bright, PharmD Director of Pharmacy Services

Pharmacist Objectives Identify attributes of an everyday leader Describe how the everyday leader contributes to building functional teams

Technician Objectives Characterize the qualities of an everyday leader. Explain how the everyday leader can assist in building a functional team.

The pitch

Tending the daisies

“Oh, the new psychiatrist”

The Everyday Leader

The Everyday Leader Key Attributes: humble, hungry, smart

The Everyday Leader humble, hungry, smart

The Everyday Leader humble, hungry, smart

1946

The Wrap