1. Everyday Leadership: Get Over Yourself
Drew Jensen, PharmD
North Arkansas Regional Medical Center

2. Disclosure
The presenters have no conflicts of interest, real or apparent, and no financial interests in any company, product, or service to disclose.

3. 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.

4. 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).

5. 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

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

7. 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”)

8. 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”

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

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

17. 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

18. 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

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

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

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

22. The pitch

23. Tending the daisies

24. “Oh, the new psychiatrist”

25. The Everyday Leader

26. The Everyday Leader
Key Attributes:
humble, hungry, smart

27. The Everyday Leader
humble, hungry, smart

28. The Everyday Leader
humble, hungry, smart

29. 1946

30. The Wrap