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					Leadership in
Public Health
   Louis Rowitz




                  1
YOU HAVE BRAINS IN YOUR HEAD
YOU HAVE FEET IN YOUR SHOES
YOU CAN STEER YOURSELF
ANY DIRECTION YOU CHOOSE

                      DR. SEUSS


                               2
THINK FOR A LIVING

   Marshall and Tucker




                         3
 Create organization and
communities that promote
         learning



                           4
Core of learning organizations and
communities are based on five lifelong
programs of study and practice

  Personal Mastery
  Mental Models
  Shared Vision
  Team Learning
  Systems Thinking



                                         5
Personal Mastery
   Learning to expand our personal
   capacity to create the results we most
   desire, and creating an organizational
   environment which encourages all its
   members to develop themselves toward
   the goals and purposes they choose



                                        6
Mental Models
   Reflecting upon, continually clarifying,
    and improving our internal pictures of
    the world, and seeing how they shape
    our actions and decisions




                                               7
Shared Vision
   Building a sense of commitment in a
   group, by developing shared images of
   the future we seek to create, and the
   principles and guiding practices by
   which we hope to get there




                                           8
Team Learning
   Transforming conversational and
   collective thinking skills, so that groups
   of people can reliably develop
   intelligence and ability greater than the
   sum of individual members’ talents




                                                9
Systems Thinking
   A way of thinking about, and language
   for describing and understanding, the
   forces and interrelationships that shape
   the behavior of systems. This discipline
   helps us see how change systems more
   effectively, and to act more in tune with
   the larger processes of the natural and
   economic world.

                                            10
System thinkers are leaders who
   Sees the whole picture
   Changes perspectives to see new
    leverage points in complex systems
   Looks for interdependencies
   Considers how mental models create
    our futures
   Pays attention and gives voice to the
    long-term
                                            11
System thinkers are leaders who
   “Goes wide” ( uses peripheral vision) to see
    complex cause and effect relationships
   Finds where unanticipated consequences
    emerge
   Lowers the “water line” to focus on structure,
    not on blame
   Holds the tension of paradox and controversy
    without trying to resolve it quickly


                                                   12
LEADERSHIP IS…….
 CREATIVITY IN ACTION
 ABILITY TO SEE THE PRESENT IN TERMS OF THE FUTURE
 VISION WITH COURAGE AND FORTITUDE TO PUT THE VISION
    INTO REALITY
   FLEXIBILITY WITH A COMMITMENT TO CHANGE THINGS FOR
    THE BETTER
   REQUIRES ABILITY TO WORK WITH OTHERS
   ABILITY TO BACK OFF WHEN SOMEONE ELSE IS THE BETTER
    LEAD
   TO LEAD IS ALSO THE WILLINGNESS TO FOLLOW
   ABILITY TO WORK WITHIN THE CONTEXT OF AN ORGANIZATION
    WITHOUT LETTING THE ORGANIZATION DEFEAT THE LEADER
   COMMITMENT TO THE COMMUNITY AND THE VALUES FOR
    WHICH IT STANDS
   LEADERS ARE EVERYWHERE IN PUBLIC HEALTH

                                                        13
            Comparison of the Characteristics and
              Responsibilities of Practitioners,
                  Managers, and Leaders
Practitioners                Managers                  Leaders
The practitioners            The manager administers   The leader innovates
implements
The practitioner follows     The manager is a copy     The leader is an original


The practitioner             The manager maintains     The leader develops
synthesizes
The practitioner focuses The manager focuses on        The leader focuses on
on programs and services systems and structures        people
The practitioner relies on   The manager relies on     The leader inspires trust
compliance and behavior      control
chance


                                                                                   14
   Continued….
The Practitioner has a         The manager has a    The leader has a long-
narrow view                    short-range view     range view
The practitioner asks who      The manager asks     The leader asks what
and where                      how and when         and why
The practitioner’s eye is on   The manager’s eye    The leader’s eye is on
the client and the             is always on the     the horizon
community                      bottom line
The practitioner separates     The manager          The leader originates
programs from services         imitates
The practitioner protects      The manager          The leader challenges
the status quo                 accepts the status   the status quo
                               quo

                                                                        15
Continued….
The practitioner is in   The manager is the     The leaders is his or
the infantry             classic good soldier   her own person


The practitioner is a    The manager is a       The leader is an
conflicted pessimist     pessimist              optimist


The practitioner is a    The manager is a       The leader is a
reflective thinker       linear thinker         systems thinker


The practitioner         The manager does       The leader does the
follows the agency       things right           right things
agenda

                                                                        16
17
Leadership Principles



                        18
What are the underlying Principles
of Public Health Leadership?




                                 19
Public Health Leadership Principles
   Strengthen infrastructure by
    utilizing the core functions and
    essential services of public health
   Improve the health of each person
    in the community
   Build coalitions for public health
   Work with leaders from diverse
    backgrounds


                                      20
Leadership Principles Continued

 Collaborate with boards for
  rationale planning
 Learn leadership through mentoring
 Leaders are born and made
 Committed to lifelong learning
 Health protection for all



                                       21
Continued
   Think globally and act locally
   Leaders need to be good managers
   Leaders need to walk the talk
   Be proactive and not reactive
   Leadership is everywhere
   Understand the importance of
    community
   Live our values


                                       22
Leadership Style



                   23
24
Leadership Practices



                       25
Leadership Practices
     Knowledge Synthesizer
     Creativity
     Create and Inspire a shared vision
     Foster and Facilitate collaboration
     Entrepreneurial Ability
     Systems thinking
     Develop a learning organization
     Form coalitions and build teams
     Put innovation into practice
     Act as a colleague, a friend and a
      humanitarian

                                            26
Public Health
  System


                27
28
Core Functions



                 29
                      A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP
                            AND APPLICATIONS OF THE CORE FUNCTIONS




                                           LEADERSHIP           MISSION
                IMPLEMENTATION




                                                OBJECTIVES
                                                GOALS &




Rowitz, p. 88, Figure 5-3
                                                                          30
Leadership Tools



                   31
The Tools: Communication
   Interpersonal              Feedback
      communication            Delegation
     Active listening         Framing
     Public speaking          Dialogue, discussion,
     Interviewing                and debate
     Written communication      Meeting skills
     Computer skills            Health communication
     Media advocacy             Social marketing
     Cultural sensitivity       Mentoring and
                                  facilitation

                                                         32
More Leadership Tools
Strategic Planning
Continuous Quality Improvement
Reengineering
Reinvention
Problem Solving
Decision-Making
Conflict Resolution
Negotiation
Cultural Competency
                                 33
 Personal
   Team
  Agency
Community
Professional
               34
Today’s Challenges
are Strategic
   Growth of Managed Care
   Privatization
   Welfare Reform
   Emphasis on Accountability and Performance
   Steering vs. Rowing
   Invisibility of Public Health
   Government and Health Department Re-organization
   Explosion of Information Technology
   Emergence of new and re-emergence of old diseases
   Changing Demographics
   Enhanced role of Prevention
   Growing number of Uninsured
   Shifting public expectations                        35

				
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posted:9/13/2012
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