How do you obtain leadership skills? Anne Wright, PhD Senior Associate Dean, Faculty Affairs University of Arizona College of Medicine

JUST DO IT!

Gender differences in self-perception of competence At same stage of career, women MD scientists rated their ability to perform or apply knowledge and skills related to clinical research lower than men rated themselves (Bakken et al., 2003 Acad Med) Despite comparable political experience, men significantly more likely than women to perceive themselves as qualified/very qualified to run for office (Lawless and Fox 2012)

Leadership: Aspirations ≠ Opportunities 198 medical school faculty surveyed about leadership goals and experiences No gender differences in: Aspirations to be a leader (~60%) Self perception as a leader (>90%) However, women significantly less likely to: Be invited to chair a committee, be section head / department head Be involved in decisions over promotion or space allocation Wright et al, Academic Med 2003

JUST DO IT . . . Proactively create opportunities to learn, develop and practice leadership skills

The “how” of gaining leadership skills Identify the skills you will need Seek opportunities through which you can challenge yourself Make the most of the challenges Learn to lead from the middle

What competencies do you need to influence others to move with you? Leadership involves . . . influencing others to work together to achieve a common vision What competencies do you need to influence others to move with you?

1. Knowledge base What is the organizational structure? Institutional levels: Department? College? Hospital? Practice plan? Power hierarchy What are the values? What behaviors are rewarded? How does the money work? What are the important policies?

2. Team related competencies Work in teams/collaborate Manage work that is broad in scope Create relationships across difference Establish commonality, listen to all viewpoints Work through differences to accomplish goals

3. Management Orient to results: objectives, outcomes, timelines, responsibility Delegate Learn how to run a meeting Logistics (participants, agenda, pre-meetings) Process (set norms, encourage inquiry) Decision making (straw polls, future tasks) Manage conflict/differences of opinion

4. Emotional intelligence Cultivate emotional intelligence Ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions. (Salovey 1990) Components: Self awareness, self-management, social awareness, relationship management helpguide.org/mental/eq5_raising_emotional_intelligence.htm Cultivate diplomatic skills

5. Communication External: Convey vision and information to multiple, diverse audiences Internal: Communicate within the team (logistics, deadlines, progress, etc.) Practice active listening Enhance ability to persuade Establish credibility, frame for common ground, provide evidence, connect emotionally

What experiences expand your portfolio of leadership skills? Assume new responsibilities in your current job Take on tasks that are time limited Take on administrative tasks Organize a session at a national conference Lead a project or initiative Use knowledge of institution Seek challenges outside of workplace

Consider the committee Committees: opportunity to develop & practice skills, expand networks, learn re institution, gain credibility & visibility Serve on selected committees Ask questions about the committee Assess value to you

Questions to ask Is the committee properly structured to achieve its goal? What will I learn? (content, about my institution, skills) Will I work with others I don’t know well? Will it increase my visibility to others? Will I get credit for the work I do?

Committee developmental cycle Start as a member, aspire to lead Chair: stepping stone to bigger roles Rule #1: Show up! Participate! Demonstrate reliability, willingness to work, ability to get things done, helpfulness Gradually increase responsibility: project related, department/center, college, hospital, university, national

Make the most of national meetings Go to the business meeting—who are leaders? Who has power/influence? Provide some service to the society— serve on a committee, organize a session Take leadership role on executive committee; run for office.

Make the most of the challenge Be conscious of how the challenge can enhance your skills Identify strategies can you use to facilitate learning Keep a journal, get feedback, reflect Learn from your mistakes! Seek formal training

1. Lead from the middle: With questions What if…? Have we considered…? What have we possibly overlooked? Who else should we ask to participate? Is the issue we’re talking about the real issue? Can we describe what success looks like? What can I do to help? (http://www.kristakotrla.com/)

2. Lead from the middle: By taking responsibility Step up, speak up. Embrace responsibility; fake it if need be. Volunteer to take on tasks, meet some need, start new projects. Own up to mistakes, learn from the experience. Deliver.

3. Lead from the middle: By answering “why?” When you consistently answer “why” questions, people begin to lean on your insight.  Why is this project important? Why are we doing it this way?

4. Lead from the middle: With enthusiasm We want to follow leaders who have vision, passion. What emotions do you display? Give people a reason to follow you. Take responsibility for raising the energy in the group and rallying people around a shared mission.

Recommendations Lead before you feel you are ready Seek out opportunities to expand skills Make the most of new experiences, observations, mistakes Become comfortable with leading from the middle Keep your sense of humor!