Download MENTORING VS. MANAGING SATURDAY/2:00

MENTORING VS. MANAGING
SATURDAY/2:00-3:00PM
ACPE UAN:
0107-9999--031-L04-P
0.1 CEU/1.0 hr
Activity Type: Knowledge-Based
Learning Objectives for Pharmacists: Upon completion of this CPE activity participants should be able to:
1. Define the scope and structure of mentoring and managing
2. Describe the important role of managing and mentoring in developing good leadership skills and
qualities
3. Evaluate critical points for successful managing and mentoring roles within a practice setting
4. Outline tactics to implement at your practice setting as a mentor and as a manager
Speaker: Vanessa Freitag, PharmD, RPh
Vanessa Freitag is the Vice President of Ambulatory Services & Operations Integration for Ascension,
Wisconsin. She recently transitioned to this role after serving as a hospital president for a critical
access hospital and Vice President of Clinical Services for a tertiary care facility. Her professional
career in pharmacy practice includes service as a clinical pharmacist, manager and director
positions for hospital and ambulatory sectors. In her new role for Ascension Wisconsin, Vanessa has
strategic and operational responsibility for all ambulatory services across the state. This includes
oversight for all Ascension Wisconsin integrated laboratory services, pharmacies and other
consumer-focused services delivered at Ascension Wisconsin sites. She works closely with the
strategy team to assess current ambulatory services and identify opportunities for future
development. She has been a member of ASHP since 1994 and is currently on the Pharmacy Society
of Wisconsin Board of Directors. Dr. Freitag served a number of years on the PSW Practice Model
Initiative Leadership Team. Vanessa is a graduate of the University of Minnesota College of
Pharmacy in Minneapolis and is currently enrolled in the MBA program through the University of
Phoenix. She also holds certification as a Six Sigma Green Belt, having completed a number of
operational improvement projects.
Speaker Disclosure: Vanessa Freitag reports no actual or potential conflicts of interest in relation to
this CPE activity. Off-label use of medications will not be discussed during this presentation.
2/14/17
Mentoring vs. Managing
Vanessa Freitag, PharmD, RPh
Vice President of Ambulatory Services & Operations Integration
Ascension – Wisconsin Ministry Market
Disclosure
• Vanessa Freitag reports this presentation is supported by a grant
from the ASHP Research and Education Foundation.
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Learning Objectives
• Upon successful completion of this activity, participants
should be able to:
Explore the scope and structure of mentoring and managing
2. Describe the important attributes of managing and mentoring in
developing good leadership skills and qualities
3. Evaluate critical points for successful managing and mentoring
roles within a practice setting and why both are necessary
4. Outline tactics to implement at your practice setting as a mentor
and as a manager
1.
Activity
• A few questions to consider:
1) Who helped you to have an “Aha!” experience that gave
insight into yourself or a circumstance…?
2) Who said something or gave you a quote that continues
to influence your thinking or behavior?
3) Who helped you to uncover a part of yourself that had
lain dormant and unrecognized?
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This person likely was a mentor to you!
Is There A Connection?
• Definitions:
• Mentor: a trusted counselor or guide – encourages
human growth
• Manager: a person responsible for controlling or
administering all or part of a company or similar
organization
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Managing
Focus on systems
Administers &
maintains
Accepts reality
Short-range focus
Does the right thing
Mentoring
Does the right thing
Focus on people
Innovates
Investigates reality &
challenges status quo
Long-range focus
Bennis, Warren and Goldsmith, Joan. Learning to Lead: A Workbook on Becoming a Leader, Perseus Books,
Reading, MA, 1997, p. 9-10.
Approach & Application
• It’s a matter how the approach you take
• Technical Skills
• Proficiency, based on specific knowledge, in a particular area of
work
• Human Skills
• Proficiency in working with people, based on a person’s
knowledge about people (their behaviors, group dynamics,
communicate styles, and their motives, attitudes, and feelings)
• Conceptual Skills
• -Thinking through ideas that form an organization and its vision;
expressing ideas in verbal and written forms; understanding and
expressing the economic principles underlying their organization’s
effectiveness
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Play Chess or Checkers
What’s your Mentoring & Managing Philosophy?
• Checkers
1) All the pieces are uniform and move in the same way
2) Pieces are interchangeable
3) They all move in the same pace, on parallel paths
• Chess
1) Each piece move in a different way
2) You can’t play if you don’t know how each piece can move
3) You won’t win if you don’t think carefully about how pieces
move
Self-Assessment
Do you see yourself as more of a manager, a leader, or
both?
• Think of the best leader you have ever known –
someone you admire
• What does this person do and what qualities does this
person have that you admire?
• How would you define a good leader?
• Alternatively, think about qualities of a “bad leader” that
you would not desire to have
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Managers & Mentors
Can you be both?
• Great managers can be great mentors and vice versa,
but to excel at one or both, they need to be aware of the
very different skills each role requires
What Makes a Great Mentor/Leader?
Able to…
• What are the key
buzz words?
•
•
•
•
Articulate a vision
Build coalitions
Motivate others
toward that vision
Remove obstacles to
promote
achievement of the
vision
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What leadership experts say…
“Leadership isinfluence – nothing more, nothing less.”
- John C. Maxwell
“Developing avision ofagoalthatiscapable ofcapturing andsustaining
thecommitment ofthefollowers.”
- KenBarker
“Leadership istheart ofaccomplishing more than thescience of
management saysispossible.”
- Colin Powell
Formal and Informal Types of Leadership
Assigned
• Authority over people
they are leading
Influential
• No official authority
over
• people they are leading
• Responsible for getting
the job done
• But,…they demonstrate
passion!
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Self-Assessment
Leaders create meaning out of events that devastate nonleaders
• Think of tough leadership situations
• Describe a time you observed a leader step up and work
through tough situations, what stood out about their
presence?
• Alternatively, think about qualities of a “bad leader” that you
would not desire to have
• Did the leader take time to mentor you through a situation?
• How will you mentor others through tough events?
So why is this important?
• “There
is an observable synergy between
leadership and high performance
pharmacy practice”
Leadership Skills for a High Performance Pharmacy Practice. Am J Health-System Pharmacy 2004; 61:2562-74
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What steps can you take?
• Everyone needs mentors!
Great Mentoring Experiences
According to you…
• A great mentor empowers a person to see an impossible
future, and gives them the belief it can be achieved.
• My mentor saw something within me, and wanted to invest in
me, and I was equally inspired by their work
-Inspires you
-A good listener
-Years of experiences of real life skills
-Gives advice that lets the mentee reach their own solutions
• -Time, you need to give up your time
•
•
•
•
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Finding a Mentor
Options on where to turn to
• -Past work experiences
• -School rotations
• -Residency program directors or preceptors
• -Supervisors
• -Colleagues
• Formal process vs. informal
• -Pharmacy associations
• -Work programs
• -Community leadership events
Finding a Mentor
Once you find that person you want to be like…
• Study the person
• Make the “ask”
• Evaluate the product
• Follow-up after the meeting
• Let the relationship evolve organically
• Don’t check out when you feel challenged
• Press into relationship
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Mentoring Lessons #1
Networking & Social Engagements
• -How to network at local and national meetings
• -Making introductions to industry colleagues
• -Coaching me before and after the meeting to give tips about how to
enter/exit a conversation
Mentoring Lessons #2
Practice Opportunities & Personal Well-Being
• -Brainstorm new ways to accomplish patient care goals
• -How to work with students or residents
• -Random emails or lunch meetings
• -Never makes me do anything nor does it for me; they allow for
opportunities to be presented to me
• -First one to try and help solve a problem
• -Provide positive feedback when they know I’m struggling
• -Listens to me when I just need to vent concerns or frustrations
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Mentoring Lessons #3
Healthy Productive Conflict
• -Conflict is good, so long that is it healthy and productive
• -Ultimately conflict helps an organization to arrive at the best
solutions to various challenges
• -After a decision is made, following healthy, productive debate, it is
the responsibility of everyone on the team to support the decision
and move forward
Activity: Mentor Best Practices
As a group, let’s discuss these scenarios
1) Why are these scenarios important for a mentor? For a
mentee?
2) What is the most important thing that you learned about
yourself through the mentoring process?
3) Why is mentoring important to the pharmacy profession?
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What Makes a Great Manager?
According to the experts…
• -Discover, develop and celebrate what’s different about
each person and what works for them
• -Know and value the unique abilities and even the
eccentricities of their staff, and learn how to best
integrate them into coordinated action
Manager Lesson #1
Buy-out / Closure within your Company or Institution
• -Changes in employee benefits (more comprehensive in some
cases, but not always)
• -New governance structure
• -Levels of politics within new organization
• -Communicating these changes was very important
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Manager Lesson #2
New Technology or Software System
• -Roll-out timeline was clearly dictated, yet delays occurred caused
by the vendor
• -Ongoing feedback from those in the trenches was regularly sought
• -Management handled issues with patients/customer service issues
• -Taking the time to inform, educate, or communicate could save a lot
of confusion from staff and students
Manager Lesson #3
Personal Recognition & Need for Support/Resources
-Manager was not receptive to current workload concerns;
corporation dictated to manager what resources were available
• -Manager was clear about what corporate goals; recognized the
efforts of the team in accomplishing these goals despite
changes at the pharmacy level
• -Communication and praise was greatly appreciated
•
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Manager Best Practices
Leadership traits within a Manager
• Identify strengths & weaknesses
• Deal with failures
• Effective problem solving
• Trigger good performance with recognition
• Tailor to learning styles
• Informal coaching opportunities
Activity: Take It Back To Your Practice
• Mentoring & Managing Technique Idea
1.
Idea
Succinctly describe the technique you wish to adopt within your
practice
2.
Importance
Describe what is currently broken, or why this is important to advance
pharmacy practice
3.
Accountabilities, Deliverables, and Timelines
High level plan for implementation and communication strategy
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In Summary
• Seek to understand & share!
ü
Great leadership is about seeking to understand the drivers of change,
sharing and engaging associates in helping to achieve the goals
ü
Highly successful leaders can be developed from managers and
mentors alike
ü
Commit to building and developing the skills and traits of your colleagues
ü
Always make your boss look good…and then give the credit to your
team
ü
We need great managers and great leaders, and it is possible to be
both!
Questions?
• THANK YOU!
Vanessa Freitag
Vice President of Ambulatory Services & Operations Integration
Ascension – Wisconsin Ministry Market
414-465-3711
[email protected]
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