Apr 182017
 

Are you stuck in the same job or in between jobs?  Want to create a life that is richer in meaning and purpose?  Unsatisfied with where you are, but don’t know how to make things better? Would you like to learn proven ways to take a leadership role in your career or life?  Then sign up for this in-person interactive event in Boston.

On Purpose:  Creating the Future You Truly Want to Live

During this lively vision-boosting workshop, you will learn how to:

  • Make the shift from being a manager of your life & career to being a LEADER
  • Create a vision that makes you want to jump out of bed in the morning
  • Make your brain give you an energizing boost every time you take a step forward
  • Replace old, dysfunctional habits with healthier, transformational ones
  • Use visual cues to make taking meaningful steps easier and more frequent
  • Surround yourself with people and things that inspire and motivate you to take your life to a higher level

Registration still is open at a special introductory price:

https://tttprogram.lpages.co/on-purpose-workshop-bpl-rg-copy/

Saturday, April 22, 2017 from 1 to 4pm at the Boston Public Library in Copley Square, Boston.

Co-led by Rob Greenly and Pratt Bennet

Feb 042015
 

 

Mass ISPI Logo

Physicians play a special role as leaders in helping healthcare and life sciences organizations adjust to the wrenching changes in their industries. That leadership role often is at odds with the success M.D.s have had as practicing physicians. However, it is vital that physicians shift their mindset and behavior from successful doctor to impactful manager and leader.

Rob will share the capabilities of a unique physician leadership framework that he has synthesized from his coaching, consulting, and leadership experiences. He will relate his leadership framework to the International Society of Performance improvement Certified Performance Technologist competencies. Key questions to be addressed include how can physicians make a leadership shift? What are implications for performance improvement in healthcare and biopharma?

At the end of this session you will be able to:

  • Differentiate attributes of outstanding and average leaders (based on your and your colleagues’ experiences)
  • Identify three ways that the mindset of a typical physician interferes with his/her role as a healthcare or pharmaceutical leader
  • Articulate the capabilities of a unique physician leadership framework that Rob Greenly has synthesized from his coaching, consulting, and leadership experiences
  • Compare at least five of the Certified Performance Technologist competencies with Rob Greenly’s leadership framework

Logistics:  February 4, 2015 from 6:15 to 8:30pm at the Burlington Public Library, 22 Sears Street, Burlington, MA 01803.  Register at http://mass-ispi.org/public/event-details.asp?ID=224

Sep 232014
 

As an executive coach, consultant and former senior executive, I’ve had many opportunities to see effective – and ineffective – leaders up close.

Over and over again, I’ve seen smart, talented professionals plateau or flat out fail when promoted into senior executive positions.

This is because the skills that got them to the top of their field and into management are not the skills required to be an effective leader.

I’ve discovered the secrets that turn smart, talented professionals into high-influence leaders. I’ll be sharing them with you in a series of articles on Secrets of High-Influence Leaders.

Today, I’ll tell you about the first secret.  This one might seem obvious, but I can’t tell you how many executives get tripped up on this important distinction.

Secret #1: Management is not Leadership

Both are important to high-influence leadership, but are radically different.

Management focuses on resources, structures, staffing, operations, performance metrics, etc. It is about making the most of what you have.

Leadership is about influencing others, inspiring others, and fostering innovation. These Three I’s of Leadership are fundamentally about setting direction and change.

Leaders who master all three become high-influence leaders.

Most of my coaching clients are already at the top of their field and good managers. But they fall short because they lack the knowledge and skills of high-influence leadership. Let me give you an example.

The Brilliant Scientist

Like most of my clients, Jane (not her real name) was extremely talented in her field. As a microbiologist, she soon made her mark at a global pharmaceutical company by introducing a new sequencing approach that made a dramatic difference in patients’ lives.

Jane was rewarded with a series of promotions, where she excelled as a manager who brought in projects on time and on budget. Her detailed project plans mapped each task, which allowed her to protect her people’s time from external requests.

On cross-functional task forces, Jane could be relied upon to structure tasks, set deadlines, and ensure deliverables stayed on path.

As a result, Jane developed a well-deserved reputation as someone who got things done. But she was also seen as rigid, somewhat difficult to engage, and uninspired.

Learning to Lead

Jane’s world was turned upside down when her company announced its acquisition of a rival pharmaceutical company.  The newly acquired company was a market leader in  therapeutic areas that complemented her company’s. But there was an overlap in Jane’s area, and at first it was unclear if Jane would be chosen to lead the newly merged group.

Jane was excited when she was selected to head the group, but she immediately faced two challenges:

1. Staff from the acquired company approached  work in  a much less structured, but more creative, way than Jane was used to.

2. Jane had to interact with new colleagues outside her group who were unfamiliar to her.

Jane’s first request of her staff was that they complete project management sheets and track their time – a strategy Jane had long relied on as a scientist and manager to achieve success. But it was a radical departure from the ways staff from the acquired company worked, and resulted in a strong negative reaction from them that soon  reverberated up to her new manager.

Although Jane’s request made good sense as a manager, it was the wrong first move to make as the leader of a newly merged group with different approaches to work.

Soon after this, I started coaching Jane and began to guide her in the Three I’s of Leadership.

The Three “I”s of Leadership

1. Influence: The measure of a leader’s success is their influence on others. Jane and I did a stakeholder analysis by identifying the key people and groups she needed to influence. Then we prioritized them and developed a communication plan to proactively reach out to each one.

2. Inspiration: Inspired followers achieve more. Jane jumped into her new role by thinking like a manager, but not like a leader. I coached Jane to create an inspiring vision for her new group by asking, “What can we do together that we could not do apart?”  I also recommended that she outline her aspirations for developing her staff and truly impacting the treatment of patients.

3. Innovation: Rarely are new leaders brought on to keep things just as they are. Jane’s group needed to discover new approaches that combined the best of both companies. Taking my advice, Jane set up a series of innovation challenges and idea exchanges that fostered new avenues for approaching the work.

By following the Three I’s of Leadership, Jane shifted her focus from being a manager to being a leader. Soon, she received a much more positive response from her stakeholders. In fact, her group eventually was held up as one of the best examples of successful integration after the merger.

Now that you understand the difference between management and leadership, I’ll share Secret # 2:  Understanding the Motivations of Achievement and Influence in my next posting.

May 122014
 

2014-05-01 Harvard-Yale Hat DSC06137-crop

Boston, MA – Robert G. “Rob” Greenly, Founder and CEO of The Greenly Group, LLC (greenlygroup.com) has been re-elected as President of The Yale Club of Boston (also known as YaleBoston).  Mr. Greenly is the first person with an undergraduate degree from Harvard who has achieved such an honor.  He also holds an MBA from the Yale School of Management.

Over 10,000 Yale alumni and parents reside in the greater Boston area, making it the third largest Yale community in the world.

“I appreciate the trust and confidence my fellow alumni have placed in me to lead.  My approach is to focus on what we can do together as alumni that we cannot do on our own.  It’s more fun to join with others and collectively we can work together to make Boston a better place for all.  The Harvard-Yale rivalry is good-natured and just spurns me on to show what cooperation across ‘enemy lines’ can accomplish.”

The Greenly Group, LLC provides customized coaching and consulting services in the areas of executive coaching, leadership development, training, organizational development, communications, facilitation, and strategy.  Their tag line is “Transforming smart professionals into influential leaders.™”

Prior to founding The Greenly Group, Mr. Greenly was Director of Leadership at the MIT Sloan School of Management, Vice President of Leadership and Organizational Development at Boston Scientific, and Chief Administrative Officer for Human Resources at Putnam Investments.

Mr. Greenly also is the Founder of The Corporate Physician Leadership Center (corporatephysician.com) which is dedicated to helping physicians working in a business setting become more effective managers and leaders.

The Greenly Group’s clients include:  Biogen Idec, Genzyme, Atrius Health/Harvard Vanguard Medical Associates, Nemours, AIG/American General Life Insurance, and the Medicines Company.

Mr. Greenly also co-authored Command Effectiveness in the United States Navy.

Oct 192013
 

2014-04-06 crop1 DSC04455 - Rob Photo for GG Blog-crop[3]On Thursday, October 17, 2013 at Pine Manor College from 6—8 PM, Rob Greenly, noted organizational development consultant and executive coach, discussed how physicians and other healthcare professionals can successfully lead innovation and change in today’s rapidly changing, highly regulated environments such as healthcare delivery, biotech, medical devices and biopharma.

Mr. Greenly presented a model for understanding effective physician leadership and drew upon his personal experience in major organizations such as Boston Scientific, MIT’s Sloan School of Management, Astra Pharmaceuticals—USA, and Putnam Investments and his considerable experience as a consultant to leading healthcare and pharmaceutical corporations.

Often the self-concept necessary to be a successful physician is a barrier to success as a leader of innovation and change,” stated Greenly. “It’s important to use specific strategies to help physicians shift their perspectives and behaviors in order to effectively lead complex organizations in times of change.”

Mr. Greenly used case studies of successful physician/innovators and recent executive interviews to highlight the implications for those who want to help physicians transition from the bedside to the boardroom. He is a Harvard and Yale trained certified senior executive coach, leadership consultant and management training expert who has held senior management positions in major corporations and who served as Director of Leadership at the MIT Sloan School of Management.

Rob Greenly is a Certified Professional Coach (CPC) with advanced training as a Certified Physician Development Coach. He was nominated by the International Coach Federation, New England, as 2013 Executive Coach of the Year, and he is the first Harvard College graduate to be elected President of the Yale Club of Boston

This informative presentation was hosted by the Massachusetts Bay Organizational Development Learning Group and was held at the President’s Dining Room at the Rosemary Ashby Campus Center at Pine Manor College, 400 Heath Street, Chestnut Hill, Massachusetts

For more information about this talk or to schedule Rob as a speaker, please contact info @ greenlygroup.com