This document discusses leadership skills and affective characteristics for leaders in emergency medical services. It provides guidance on understanding your role as a leader to advance institutional goals of quality care, safety, staff development, and conflict resolution. The document emphasizes understanding your audience, developing positive relationships with staff, focusing on strengths over weaknesses, and continually learning and improving. Cultural sensitivity is also addressed. The overall message is that effective leadership requires understanding others' motivations, making mindful decisions, developing trust, and embracing ongoing learning.

1. AFFECTIVE CHARACTERISTICS AND
LEADERSHIP SKILLS
Bennett Shamsai, MD, MPH

2. GOALS
 Discuss Cultural Aspects of the Job
 Understand – Everybody in EMS is a leader at
some level.
 To discuss the role of a leader
 What defines a good leader
 Understanding others’ motivations
 Making leaders mindful of their impact

3. UNDERSTANDING YOUR ROLL
 As a leader, your roll is to advance the goals of the
institution where you work.
 In EMS this includes – Quality of Care, Safety,
Adequate Staffing, Continued Education, Conflict
Resolution, and building moral
 Try to embody what you would want from a leader
 Planning a future that will be better

4. UNDERSTANDING YOUR AUDIENCE – PART I
 Why do you think people come to work?
 What factors make for a good vs bad work
environment?
 What factors can you control / improve?
 What is out of your control?
 Simply put – How happy people are in their job is
usually a combination of Lifestyle, Compensation,
and who they work with/for.

5. UNDERSTANDING YOUR AUDIENCE PART II
 Think about your Audience – is it one on one or public?
Some comments that are fine one on one are totally
inappropriate when not alone.
 How well do you know this person? What is your
history?
 In general – Compliment Publicly, Criticize Privately
 As much as that person is pushing your buttons –
Remember you are not in their shoes
 Before focusing one what you need from them, as a
leader ask yourself what they need from you.
 Lastly, most leadership roles in adulthood revolve
around work. Be mindful that people are working to
support families and your actions impact those people
too

6. UNDERSTANDING YOUR AUDIENCE PART III
 Compliment – People like to feel Special
 Show Hope – People want Improvement
 Give Direction – People want Guidance
 Support People – People Feel Low and Burnt Out
 Address their Needs – Everybody is Selfish
 Help People Grow and Advance – Everyone wants
to Win

7. IT TAKES YEARS…
 Be mindful of the saying “It takes years to develop a
reputation and seconds to destroy one.”
 You will often be remembered for your worst action
– and people talk.
 Focus on developing your character: Talent is a gift
but Character is a choice – Good Character brings
lasting success with people.

8. DEVELOPING STAFF
 Focus 70% on Strengths, 25% on Growth, and 5%
on Weaknesses
 Calvin Coolidge famously said “No person was ever
honored for what he received. Honor had been the
reward for what he gave.” Give to your employees,
and over time that investment will come back to
you.
 Listen – is an anagram of silent…
 Your attitude is a choice and people will mirror your
attitude

9. SOME LEADERSHIP PEARLS
 Be more concerned about making people feel good
about themselves than making them feel good
about you.
 The old saying – It isn’t what you say, it is how you
say it.
 Criticize actions not personalities – Most people
can’t change their personalities much but they can
change their behavior
 You only can control your actions and behaviors,
you can’t control how others act

10. GOOD LEADERSHIP TRAITS
 Anticipate Problems
 Accept the Truth
 See the Big Picture
 Tackle Problems One at a Time
 Don’t Give Up on a Major Goal
 Accept Responsibility
 Remember the first person you lead is always
yourself

11. KEEP LEARNING
 John Wooden – baseball coach said “It’s what you
learn after you know it all that counts”
 Someone who is perceived as competent who
continues to strive to learn and improve tells others
to keep trying to improve
 Remember Process, not People – everybody
makes mistakes, don’t focus on the mistake, focus
on how to prevent it in the future

12. CULTURAL ISSUES AND SENSITIVITIES
 Understanding Cultural Norms
 What might be abuse in one group is considered
normal in another (for example coining)
 Gender sensitivity – for a example a male EMS
provider with a female Muslim patient
 Lastly, Let’s Talk About Sex (Trafficking)

13. DISCUSSION AND QUESTIONS:
 Thank you for your time.