Helping physician or other front line team leaders effectively lead their teams...and get their work done!

1. Team Leadership For
Non-Managers
Leading from the front line.
Confidential and Proprietary

2. Team Leadership for Non-Managers
Confidential and Proprietary
Objectives:
• Give examples of effective communication for Team
Leaders
• Discuss the difference between leadership and
management
• Provide practical leadership tips for Non-Managers
• Provide practical tips for Managers working with Team
Leaders
• Discuss Team Leadership in light of the Patient-Centered
Medical Home model of care

3. Team Leadership for Non-Managers
Definitions:
• TEAM LEADER: An individual who has the authority and
responsibility to lead a team, but whose primary
function in not managerial (i.e. Provider, Lead MA, Staff
Nurse).
• MANAGER: An individual who has the authority and
responsibility to lead a group of people, and whose
primary function is managerial (i.e. Clinical Coordinator,
Head Nurse, DON, HR, Administration, etc.).

4. Team Leadership for Non-Managers
CASE STUDY #1:
Dr. Peter Panick, one of your family
practice physicians, comes into your
office and states, “We were out of Depo
again this morning! [Now 3pm] It’s
Heather’s job and she is never keeping
enough of these on the order list! You
need to talk to her! You just need to fire
her if she can’t do her job! When are
you going to get your MAs to do their
job?”
*Note: Heather is the MA on Dr. Panick’s team.

5. Team Leadership for Non-Managers
CASE STUDY #1:
What went wrong here?

6. Team Leadership for Non-Managers
Problems When The Team Leader Doesn’t Lead:
• Issues are not handled promptly
• Often the manager does not know all of the details or the
events surrounding the event
• The employee feels sabotaged/undermined
• The event is often blown out of proportion
• No ownership on the part of the team leader
• Manager is “jump-started”
• The team leader’s bad behavior is enabled
• No relationship is formed
• Morale on all sides is depressed

7. Team Leadership for Non-Managers
Leadership & Management:
“On Becoming a Leader,” Warren Bennis
• The manager administers; the leader innovates.
• The manager is a copy; the leader is an original.
• The manager maintains; the leader develops.
• The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
long-range perspective.
• The manager asks how and when; the leader asks what
and why.

8. Team Leadership for Non-Managers
Leadership & Management:
“On Becoming a Leader,” Warren Bennis
• The manager has his or her eye always on the bottom
line; the leader’s eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader
challenges it.
• The manager is the classic good soldier; the leader is his
or her own person.
• The manager does things right; the leader does the right
thing.

9. Team Leadership for Non-Managers
Leadership & Management:
Often, team leaders do not have have time to manage.
But if they aim to have an effective team they must make
time to lead.

10. Team Leadership for Non-Managers
For complete presentation, please contact Väth Consulting
at
vathconsulting.com or kyle@vathconsulting.com