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STANFORD FELLOW SEMINAR

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  • WHAT ARE THE THINGS YOU CANNOT TALK ABOUT ? BECAUSE OF FEAR THEY MIGHT HURT YOUR CAREERS, MAKE YOU LOOK VULNERABLE, NOT CAPABLE…TOO RESISTANT AND HESITANT TO DISCUSS

    Uncomfortable emotions….hear them, this is how you learn…

    Comfort or achieve your full potential – you cannot dive in and swim if you are comfortable.
     
  • WHAT ARE THE THINGS YOU CANNOT TALK ABOUT ? BECAUSE OF FEAR THEY MIGHT HURT YOUR CAREERS, MAKE YOU LOOK VULNERABLE, NOT CAPABLE…TOO RESISTANT AND HESITANT TO DISCUSS

    Uncomfortable emotions….hear them, this is how you learn…

    Comfort or achieve your full potential – you cannot dive in and swim if you are comfortable.
     
  • Let’s start with 3 questions:

    What are your expectations out of this?
    What keeps you up at nights?
    In the end, we’ll all be dead. What do you want to leave behind? What’s YOUR big picture?
  • CHANGE: like a bomb detonation…
  • Technology, Artificial Intelligence, Human Genome project are changing the face of medicine. K-Mart as a Medical Care Provider?
  • Low Morale…How does it affect you? See what’s reported.
  • Proliferation of services in response to the “crisis”
  • ““Because we grew up surrounded by big dramatic story arcs in books and movies, we think our lives are supposed to be filled with huge ups and downs! So people pretend there is drama where there is none.”
  • But, you are the ones that make the choices. How you choose to see, hear, feel about things – your view of the world – makes a hell of difference!
  • So, what is the lesson here? How do you deal with the tricky stuff/ the things left unsaid, untouched, undetected that are important and you fail to see?
  • ABRAHAM MANSLOW/BRANDEIS: Humanistic Psychology
    Human beings are motivated by unsatisfied needs, and lower needs need to be satisfied before higher needs can be addressed. While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization.
  • What will it take to break through the “isolation?”
  • Generational divide that affects your work – let’s look at the differences in perception.
  • career with ultra-stability and certainty has crashed. Now replaced with the “Yo Yo – Your’re On Your Own” model.
    become a free agent, PICC (professional independent consultant/contractor) or entrepreneur, or if employed become the intrapreneur, but stay self-directed in your career.
    You may be working an extra 20 years since you will be healthier and live longer.
  • Think of the person who is most important in your life/job. How do you influence them?
    It’s not enough to talk candidly. People can still find themselves talking past each other.
    Learning to reason productively can be emotional—even painful. But the payoff is great.
  • Do you recognize these styles in behavior/leadership?

    Coercive: In a crisis, to kick start a turnaround, or with problem team members
    Authoritative: When changes require a new vision, or when a clear direction is needed
    Affiliative: To heal rifts in a team or to motivate people during stressful circumstances
    Democratic: ‘What do you think?”To build buy-in or consensus, or to get input from valuable team members
    Pace Setting: “Do as I do, now’ To get quick results from a highly motivated and competent team
    Coaching: “Try This” To help someone improve performance or develop long-term strengths
  • Well being/happiness/positive emotions. What are you after in life?
  • What if YOU were not as important? Can you describe your passion without mentioning the word “I”, say what you do for a living?...Can you paint the picture for someone to imagine taking you out of the frame?
  • And by focusing more on the things around you, it may be easier to adapt.
  • Change is constant, fluidity is life…so, you’d better be strong enough to swim…
  • And remember… the dolphins….If you can’t see them, then look again!
  • Transcript

    • 1. STANFORD MEDICAL SCHOOL GASTROENTEROLOGY FELLOW SEMINAR LI KA SHING CENTER FOR LEARNING AND KNOWLEDGE STANFORD MEDICAL CENTER LEDA KARABELA, P.C.C. LEADERSHIP COACH WWW.YHESITATE.COM NOV. 16, 2011 1
    • 2. . 2 “Τα Πάντα Ρεί” (Ta Panda Rhee) * Or Some of The Things That Make You Uncomfortable
    • 3. IF YOU DON’T UNDERSTAND WHY I ASK YOU SOMETHING, THEN, DON’T ANSWER ME! Questions 3
    • 4. Some Background: Coaching… & Performance “…She (the coach) never tells you what to do. Instead, he suggests to you, in an extraordinarily inarticulate fashion, what you want to do yourself…." 4
    • 5. 5
    • 6. Can You Handle It? 6
    • 7. Change: Facts and Data 7
    • 8. Sci-Fi or Reality? 8
    • 9. Data & Apps Are King 9
    • 10. VCs fleeing healthcare like female co-workers from Herman Cain! “The primary reason given for why firms are running away from healthcare is the vastly more complex regulatory environment that has created a dark cloud over the biopharma and medical device industries.” CNN Money/Fortune Nov. 14, 2011 10
    • 11. AND THE MOOD OF THE DAY IS… Consequences 11
    • 12. Physician Morale Survey sponsored by the American College of Physician Executives• Low reimbursement rates and loss of autonomy were the top two reasons for poor morale. • Bureaucratic red tape, patient overload, loss of respect and the medical liability environment were among the other reasons physicians cited. • Those work problems caused fatigue in 77% of physicians, emotional burnout in 67% and marital/family discord or depression in about one in three physician respondents. ACPE surveyed 1,200 physician executives - most seeing patients- JANUARY 15, 2007 ISSUE OF AMERICAN MEDICAL NEWS. WWW.AMEDNEWS.COM • Physicians appear to be suffering from relatively low morale • Higher levels of frustration with patients are associated with a variety of non-patient factors, including physician age, number of work hours per week, physician distress, and medicine sub-specialty practice. to the future management of healthcare. * • Nearly half of all medical students report burnout ** 12 US National Library of Medicine National Institutes of Health * Characteristics of physicians who report frustration with patients: an analysis of survey data. Krebs EE, Garrett JM, Konrad TR. ** (Medical Student Stress Study by Dyrbye and colleagues 545 Minnesota medical students surveyed 2007
    • 13. Singing The Blues • "Our expenses continue to climb, our income drops, patients are noncompliant and yet we are supposed to provide expert care 24/7 and be perfect 100% of the time.“ • "Any job that requires an individual to listen to complaints for years on end is unhealthy.“ • "I am concerned about the work ethic and general ethics of many physicians today. All want very large $$$ but some don't really want to work for it.“ • "In my 50 years in medicine I have seen the field degrade from being a calling to a profession to a trade to a job.“ 13
    • 14. No Wonder… 14
    • 15. 15
    • 16. The Ups 16Drama & Kurt Vonnegut: http://sivers.org/drama
    • 17. The Downs 17
    • 18. The Reality 18
    • 19. The World and You 19
    • 20. Just Count 20
    • 21. How do you deal with the “tricky” stuff in your life? 21
    • 22. Back to the Basics: Needs That Drive Us Certainty Uncertainty Significance Connection Growth/Need to Grow Contribution 22
    • 23. 23
    • 24. PATIENTS? PARTNERS? TEAM? YOU? Who/What are YOUR walls? 24
    • 25. Let’s Start with You! MILLENIAL: • Confident. • Connected. • Open to Change. Study by Pew Research Center, a nonpartisan “fact tank” that provides information on the issues, attitudes and trends shaping America and the world. www.pewresearch.org/millennials. 25
    • 26. 26 Others: Who Are They?
    • 27. Values • Nearly six-in-ten respondents cited work ethic as one of the big sources of differences between young and old. • Asked who has the better work ethic, about three-fourths of respondents said that older people do. By similar margins, survey respondents also found older adults have the upper hand when it comes to moral values and their respect for others. • When it comes to each of these traits—work ethic, moral values, respect for others—young adults agree that older adults have the better of it. In short, millennials may be a self- confident generation, but they display little appetite for claims of moral superiority. 27
    • 28. Back To You! “Brand You, Inc. “ • Yo-Yo model vs. “40 year Womb to Tomb” • Know your options. (What work feeds your soul). • Find work you really enjoy. (You’ll be bored otherwise) • Beware of perfectionism! Don’t fear failure, fear not trying. • Think outside the box! “Recognize that the Innovation Age is quickly building on and replacing the Information Age.” Daniel Pink • Connect with a community of others you value and relate to. If you don’t have that group now, find it or cultivate it – beginning now! 28
    • 29. Tune In To “Your” People • Provide psychological safety – Spark imagination, encourage learning and create a safe zone • Shield People – Reduce mental & emotional load and offer freedom to try new things • Make small gestures – “thank you” a real neglected form of compensation “Authority figures who ignore and stomp on their subordinates’ humanity sometimes generate quick gains. But in the long run, such shortsightedness undermines creativity, efficiency, and commitment.” McKinsey Quarterly, Aug. 2010, Why Good Bosses Tune Into Their People, Bob Stanton, Stanford University 29
    • 30. Your _________ • What are his or her strengths? • What are the triggers that activate those strengths? • What is his or her learning style? “To question someone else’s reasoning is not a sign of mistrust but a valuable opportunity for learning.”. Chris Argyris, James B. Conant Professor at the Harvard graduate schools of business and education. 30
    • 31. Style Matters  Coercive: “Do what I say” demanding immediate compliance  Authoritative: “Come with me” mobilizing people to act, offering choice for actions  Affiliative: “People come first” building commitment, team harmony/morale  Democratic: gives voice /high on fresh ideas  Pace Setting: exemplifies himself & sets high standards , demands excellence  Coaching: developing people for the future Harvard Business Review , April 2000 Daniel Goleman: Leadership That Gets Results 31
    • 32. 32
    • 33. Unorthodox Rx • Positive Emotion (the pleasant life/well being) • Engagement (did time stop for you) • Relationships (and how we share life with other people) • Meaning (believing and serving something bigger than yourself) • Accomplishment/achievement (what you choose to do for its own sake – without anyone forcing you to do it). 33Martin Seligman: Flourish: A Visionary New Understanding of Happiness and Well-being
    • 34. NO “I” IN TASK Adopting a more inclusive/open perspective 34
    • 35. It is not the strongest of the species that “…“It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change…” Charles Darwin 35
    • 36. HERACLITUS IS FAMOUS FOR HIS INSISTENCE ON EVER-PRESENT CHANGE IN THE UNIVERSE, AS STATED IN HIS FAMOUS SAYING, "NO MAN EVER STEPS IN THE SAME RIVER TWICE". Τα πάντα ρεί: "All things move and nothing remains still“ * 36
    • 37. 2c or not 2c Open enough not to dismiss the possibilities? 37
    • 38. Thank You! Leda Karabela www.yhesitate.com leda@yhesitate.com 38