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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. 1 2/14/17 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? 2 2/14/17 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 3 2/14/17 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 4 2/14/17 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 5 2/14/17 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 6 2/14/17 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! 7 2/14/17 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 8 2/14/17 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 • • • • 9 2/14/17 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 10 2/14/17 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 11 2/14/17 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? 12 2/14/17 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 13 2/14/17 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 • 14 2/14/17 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 15 2/14/17 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] 16