Florida Medical Association

Florida Medical Magazine Spring 2017

Magazine of the Florida Medical Association

Issue link: http://flmedical.uberflip.com/i/805485

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Page 6 of 51

7 www.FLmedical.org FLORIDA MEDICAL MAGAZINE SPRING 2017 2. Innovation e ability to innovate determines much of what an organiza- tion is able to do. Innovative capability provides organizations with bricks from which a strategy can be formed, and that can eventually evolve into a strong competitive advantage. Physicians who succeed at creating a culture of innovation model the following principles: • Value and create inspiration versus fear. • Own their mistakes and learn from them, and allow others to do the same. • Encourage experimentation and the application of science. • Question assumptions and routines. • Create opportunities for networking and associations across recognized boundaries and among people of very diff erent persuasions and approaches. And above all: • Deeply care about and understand their customers and everyone who serves them. • Generate ideas/solutions, promote new ways of thinking, and leverage fresh perspectives. 3. Recognize talent Talent management is a continuous process that is woven into the organization's fabric. Leaders who are successful know to surround themselves with high-performing teams. Appropriately managing talent is considered to be the leader's primary responsibility, and he or she is held accountable for attracting, managing, assessing, developing and maintaining an organization's most important resource — its people. Setting appropriate goals and objectives for each employee, enabling employees to develop the skills and receive feedback, and providing the coaching and mentoring they need to meet those goals are all components of successfully managing talent. 4. Self and relationship mastery roughout history, great leaders had one thing in common: eir leadership was emotionally compelling. In this sense, the leader is the group's emotional guide. If he or she is upbeat and positive, the group will tend to mirror those emotions. If the leader is negative and stressed, that too will be refl ected in the group. Leaders with high levels of self-awareness are more grounded, more in touch with their emotions, and more able to eff ectively capitalize on their strengths and manage around their gaps or limitations. Because they are comfortable with themselves, they come across as more self-confi dent, which gives them greater credibility with followers. Because they understand the emotional component of their working relationships, they become "people magnets." Others are drawn to them and look to them to set the tone and the pace for the group. Emotional Intelligence (EQ or EI) is the ability to identify, assess and control one's own emotions, plus the emotions of other people and groups. Various models and defi nitions have been proposed, but regardless of the defi nition, leaders' EI or lack thereof has a clear, direct impact on their teams. Studies show that emotional intelligence plays a prominent role in hiring, fi ring, promotion and evaluation decisions. People will leave people before they leave the work they do. People with interpersonal skills and infl uence move ahead. People without them don't. While these abilities are often thought of as being innate, they are an interrelated set of leadership skills that can be learned and developed. KMA Physician Leadership Academy graduate Christie Alexander, M.D., (center) speaks with Dion Samerson, M.D. (le ) and Rohan Joseph, M.D., (right) members of the 2016-17 class. continued on page 8

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