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Leadership at all levels is needed if we are going to seize the many opportunities that the healthcare reform offers us.  Do you need a “booster/refresher” in leadership or are there people on your staff that could be more effective if they possessed leadership skills?  Also whom have you identified as your successor or for other key positions? Two totally on-line (no travel required) six week courses, Leaders INNOVATION Master Series beginning April 12 are being offered by the Leadership Center of the ASHP Foundation www.ashpfoundation.org .  Because of the design of these courses the participants benefit from the experiences of not just the faculty but all their colleagues.  It is like having 20-30 mentors/mentees that continue after the course. An example is the Favorite Interview Questions Jan 26 Connect blog post, which came from the weekly Threaded Discussion Question responses and comments.  Each of the six weeks has a 10 minute narrated Power Point presentation by the faculty, provided readings from the leadership literature, a Threaded Discussion (TD) Question and a reflective Journal (J) Question. Faculty provide weekly feedback/comments on each person’s TD and J responses. A Case can be worked on in a group or completed individually as an additional way to apply the material. Two optional live discussions by the faculty and participants provide live dialogue opportunities. The following describes these two offerings.

Perfecting Transformational Leader Skills Course Period: April 12–May 23, 2014 Faculty Members: Sharon Murphy Enright, pharmacist/MBA and Sara J. White, pharmacist/MS.  Deadline to apply is April 2 and only entails completing a half page form which can be found on the www.ashpfoundation.org, Leadership Center tab, Leaders Innovation Master Series which also contains the complete syllabus.

The following are comments from past participants.

“This was an excellent course. I don't hesitate to call it 'life-changing' because it truly was a valuable experience that will forever impact my professional and personal life."

“So many valuable resources for practical application, leadership, delegation, and influence. Definitely met the objective to ignite my passion for leadership and change at my organization."

Course Objectives

• Describe key principles of organizational culture critical for transformation, assessing strengths, weaknesses and potential change strategies for your organization.

• Apply critical principles of effective influence, advocacy and negotiation to common leadership situations for increased personal effectiveness.

• Plan how to get things done when you’re not “in charge” using more effective lateral leadership.

• Perform vital skills for talent management and developing people through coaching and delegating.

• Describe and apply effective verbal one-on-one leadership communication skills.

• Analyze how to achieve team ownership, engagement and team effectiveness in a transformation environment.

Some examples of the provided readings are;

• Everyone Communicates Few Connect. John C. Maxwell
• The Five Dysfunctions of a Team. Patrick Lencioni
• How To Delegate. Heller

Some examples of TD/J questions are;

• How can you be a better listener and questioner?
• How do you plan to maintain your team’s ownership?

Some other discussion questions that participants may provide their experiences on are;

• What are the key components to the succession plan you have in place?
• Who is the best coach you have had and what characteristics made you think of them that you can apply to developing your staff?

Preview of Module 2: “Strategy and Tactics: Creating Transformational Change” Course Period: Fall 2014 Faculty Members: Ronald H. Small and Michael J. Melby

Course Objectives

• Analyze how a leader’s personal integrity, professional ethics and values impact leadership success.

• Apply a positive leadership attitude to enhance influence within the pharmacy enterprise and throughout the organization.

• Create a personal leadership vision and mission focused on transforming practice. • Differentiate transactional change and transformational change as well as the unique challenges and strategies essential for each.

• Establish an approach and plan for staff development to assess, plan and execute elements of transformational learning essential to prepare your team for change.

• Analyzing change processes for building momentum and enlisting key stakeholder involvement in efforts to transform medication management for safer, more effective and patient-focused care delivery.