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

2. JUST DO IT!

3. 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., 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)

4. 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

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

6. 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

7. 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?

8. 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?

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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?

16. 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

17. 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.

18. 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

19. 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? (

20. 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.

21. 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?

22. 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.

23. 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!