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Neural Pathway to Success

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

neural pathway

James finishes a busy day at work, gets in the car and heads home.  While he’s driving, his mind is filled with a myriad of thoughts ranging from a recap of his workday to getting his 9-year-old to soccer practice on time.  He pulls in to the driveway and realizes that he really doesn’t remember the drive home.  His mind has been on auto-pilot and only his practiced habits got him home safely.   What would have happened if the usual route had been closed for construction?   His old habits would be in the ditch and his thinking mind would have needed to kick in quickly to figure out a new route for getting him home safely.

 

Jennifer is the head nurse of a busy 12-bed ICU.  In addition to her clinical duties, she has two hours of office time built into her schedule dedicated to administrative obligations.  Jennifer heads to her office and reflexively checks her email.  Within seconds, she is distracted by an interesting message that stimulates her to do a quick google search…which leads to a second link; just that quickly, the two hours of office time have evaporated with nearly nothing to show for her time.

 

Driven by neural pathways that you have created in your brain, habits are a part of everyone’s daily life and can produce positive or negative results.  Neural pathways are a series of networks of neurons in the brain that connect the different cerebral areas and become engrained when you repeat activities; the more you do it, the more your brain wants to do it.  Activities such as a healthy diet, daily exercise, or collaborating with team members have a positive outcome and are healthy habits; however, habits such as Jennifer’s wasting office time while she is distracted by google can be career killers.  Replacing unhealthy habits with innovative activities creates new neural pathways that will evolve into good habits and create a positive approach to boosting both your personal and professional life.   Here are some tips for creating new neural pathways that will augment your personal journey to achievement.

 

Replace rather than remove  

Most people recognize their counter-productive habits and would like to expunge them.  Thoughts like, “I need to,” or “I wish I could stop,” acknowledge that a problem exists but “need” and “wish” do not offer a solution.  Wishing that you could stop an activity keeps it fresh in your mind and, paradoxically, prods you to continue the habit.  Instead of wishing it away, picture your life without the bad habit; then, identify specific activities to replace the behavior.  Working to acquire a new activity is more motivating than ruing the negative effects of your current behavior.  Jennifer could create a new habit by first visualizing several essential tasks she could accomplish, then limiting email to the last 15 min of her two-hour time block in order to complete the important tasks first.

 

Remind yourself of the goal

Look beyond your current behavior and focus on what you are trying to achieve.  What is your goal and why is it important to you?  Post reminders to keep you on track and visualize yourself successfully acquiring the new behavior.  Imagine the feeling of satisfaction that you will experience when you develop the new habit and link the emotion to your goal.

 

 

Respond to every opportunity

The literature produced by the Neuroscience community varies regarding the number of times a new activity must be repeated in order for it to become a habit.  Some researchers identify the magic number to be 60-80 repeats whereas others recommend repeating the activity frequently for 3-4 weeks.  All scientists agree, however, that repeating the desired activity creates new neural pathway and, as new pathways are used, the old ones become less important, eventually disappearing altogether.  For example, those who have recently quit smoking still have the activity in the back of their mind, whereas those who quit a decade ago, can barely remember that they were once smokers, or admit to it.     Creating opportunities to use the new behavior reinforces the desired activity and increases the probability that it will become a habit.

 

Anticipate distractions

Once you have started modifying your behavior, temptations will emerge regularly.   If you’ve committed to eating a healthy diet, someone is sure to show up with a baker’s dozen.  Try to anticipate situations that may arise to create more hurdles to clear.  Those who have problems completing projects, should turn off social media while working.   If you run into road construction after work, have a second route in mind to keep your car out of the ditch!

 

Remain positive

Moving toward a new work habit can be motivating.  Start and end each day by 1) bringing your goal to the front of your mind, 2) reviewing the behavior required to achieve it, and, 3) visualizing opportunities to repeat the necessary activity until it becomes a habit. By being persistent and keeping a positive attitude, you will achieve your goal.

 

Habits are vital, and we would have difficulty conducting our lives without them.  Identify your current habits that are roadblocks to your success and then commit to replacing them by selecting behavior that is positive and productive; then repeat it until a new neural pathway is engrained in your brain and the activity becomes a habit.   Whether you are planning an alternate route home or a more focused schedule for completing your daily work, neural pathways will take you to your destination.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Psychological Wellness at Work

By Thomas Davis, CRNA, MAE, Lt. Col, (ret)

A psychologically healthy workplace focuses importance on employee well-being, both mental and physical.   The organizations that are most successful in providing psychological health for workers do so by making employees feel valued and the companies are rewarded with a highly engaged and motivated team as evidenced by increased productivity and client satisfaction.  A study published in 2012 by the American Psychological Association found the following when comparing employers that value employees versus those that don’t:

  • Workers who feel valued are more likely to give their best effort. (93% versus 33%)
  • Workers who do not feel valued are more likely to seek new employment elsewhere. (50% versus 21%)
  • Workers who feel valued are more likely to say good things about the employer. (85% versus 19%)

 

It is not empowering, nor does it provide a sense of self-esteem to know that you can easily be replaced and it won’t make a difference to your team.  In contrast, a worker’s self-worth is enhanced when he/she senses being an essential part of the team.  As identified in the APA study, motivation, engagement and productivity are tied to a worker’s sense of being valued by the organization.  Letting employees know that they are valued by both you and the organization stimulates each individual worker to put full effort into every project.  Here are ways to create a psychologically healthy workplace where workers feel as if they are important members of the organization.

 

Recognize and showcase talent

Tie assignments to strengths and let people know why you chose them for the task.  Avoid routinely dumping tasks on those who you feel most capable because it will generate a feeling of being used.  Instead, discuss the objective and let the person know that he/she was chosen because you recognize particular strengths that could be showcased on the project.   For example, tell the person, “Last week you did an excellent job on… and your talent is perfect for this job.”   Or “you seem to have an interest in… and I think this job would provide an opportunity to further develop your skills in that area.”  Making it personal while recognizing individual strengths conveys a sense of worth for the worker.

 

Share positive feedback from all sources 

It’s great to get praise from the boss; however, it is equally important for workers to know that clients and colleagues also appreciate their work.  Go beyond giving awards and recognition at a team meeting; tell how the work had a positive impact for clients or colleagues.    Client surveys often generate positive comments about individual team members.   Posting kudos for all to see sends the message that the work done by the individual is appreciated beyond the workplace.

 

Offer challenging work

Routine work keeps the wheels turning and is important for achieving the mission of the organization; however, it may not be stimulating.   Mix challenging assignments with routine work to keep it stimulating and to promote professional growth.  Identify ways to improve workflow and challenge a worker to develop and implement a plan to achieve it.   Encourage creative thinking, provide resources and check in on a pre-planned timeline.  Workers who feel ownership will put full effort into a project.

 

Listen to your employees   

A common theme expressed by workers in low engagement environments is the perception that they are not heard; many employees say that they were never asked for their opinions.   Asking for opinions, listening to understand and then following up by putting ideas into action sends the message that team members are valued.  Rather than using group meetings to read announcements, introduce a topic and then spend the time listening to the comments and concerns arising from those doing the grass roots work.

 

Frequent two-way feedback

The annual performance review looks in the rear-view mirror rather than looking over the horizon and motivating workers to move ahead.  Instead, giving frequent feedback (bi-weekly at a minimum) keeps lines of communication open, projects on track and gives tangible evidence that you recognize and value work that is currently being done.   Showing real time interest in things that are important to the members of our team conveys that you each person as an individual.

 

Affirming the strengths of every member of the team in a manner creates a sense that he/she is a valuable member of the group produces psychological security and will pay dividends for the organization.   Workers who feel secure in their role and appreciated by both their employer and their colleagues have higher morale and are more engaged in the jobs they perform.  The organization reaps the benefit of improved client/customer satisfaction scores…a win/win for all.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Negotiate like a Pro

Negotiation is a process by which two parties resolve a conflict or come to an agreement on a plan of action.   Headlines feature stories of negotiations between nations and between corporations; however, headlines rarely mention the negotiations that each of us do daily.  On the job, we negotiate everything from work schedules to the price we pay for the supplies that we use.  At home, we negotiate the household budget, the location of our next vacation and curfew hours for teenagers.   Everything is negotiable.  Regardless of your status, here are some tips for effective negotiation.

 

Think big  

All too often we sell ourselves short by framing our position based on what we think that the other party will accept.  Afraid to ask for too much, we fail to ask for what we really want.  Before you enter the negotiation process, take time to clarify your desired outcome within your own mind.  You may not get everything, but you won’t even come close if you don’t know your objective.

 

Have and welcome options  

After clarifying your objectives, it is common to formulate a quick and easy pathway to achieve it.  Expand your chance for success by having several options that add flexibility and open the door to other avenues for achieving your objective.  As you negotiate, open your mind to options that may be proposed by your opponent.  Remember, your objective is to achieve your goal and if a mutual plan gets you there, embrace reasonable suggestions from the other side.

 

Prepare, Prepare, Prepare  

 Know your opponent, their resources and their needs.   Know the history of your relationship with the opponent as well as the way he/she prefers to conduct business.  In the recent negotiation with North Korea, the US team was aware that Kim Jong Un is drawn to high tech devices and loves movies.  The US team presented their position in the form of a movie trailer, loaded it on an iPad and gave it to the North Korean President for his viewing.  The opponent was eagerly drawn to this unique method for presenting the US expectations, eagerly viewed the movie clip and was more accepting the US position.

 

Listen 

There are several levels of listening.  Effective negotiators listen to understand the opponent’s position and to perceive the emotions that drive their decisions.  In contrast, ineffective negotiators listen in order to prepare a rebuttal.  Acute listening also reveals what is or is not possible based on current resources and allows you to modify your position as the opponent’s needs are clarified.

 

Use “no” effectively 

A plethora of advice has been written promoting the theme of “getting to yes.”  Your goal may be to have the deal close in your favor; however, coveting a “yes” response may weaken your position and set you up for failure.  Receiving a “no” response does not close the door.   It re-frames the context for moving forward.  You are in a better position when the opponent gives an honest negative than you are when you receive a false positive.  Remember, you also have the option of responding with “no” and sometimes walking from a bad deal positions you to re-negotiate a good deal.

 

Follow through and deliver as promised   

Never offer something that you can’t deliver and if you win the negotiation, follow through quickly.  Winning and dependably delivering the goods builds your reputation not only in this negotiation group, but also in your community.  Conversely, failure to deliver on a promise will kill any chances for landing the next deal.

 

Negotiation is a part of everyday life at home, at work, and in the world at large, yet many competent and capable people dread the thought of going after what they want.  Whether negotiating the price of a new car, the holiday work schedule or a curfew time for a teenager, be a successful negotiator and embrace every opportunity to create your desired outcome.  By clarifying your position and preparing for the meeting, you will gain self-confidence that will become evident both in your words and your body language.  Enter every meeting believing that you are more competent and capable than your opponent.  You may be no smarter or powerful than the other person, but your preparation and clarity of purpose supports an image of being an authority on the issue being negotiated and supports your credibility.  Position yourself for success both at home and at work by using the tips above to negotiate like a pro.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Encore, Charleston 2018

 

 

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Meeting review by TD and LH

Meeting Date: 2018

Meeting location:  Charleston, SC

Meeting sponsor: Encore Symposiums

Strengths of the meeting:

 

From TD: The speakers were awesome and the variety of topics kept the meeting interesting.  Each topic had several ideas that I can take home and incorporate into my practice.

I especially appreciated the efforts that some of the speakers made to involve the audience and make things interactive.

The hotel was on the quiet side of the bay and the water taxi to town was fun.  It was nice looking out the window of the meeting room and seeing an aircraft carrier.

As always, Encore puts on the best breakfast of any meeting that I attend.  Thanks Nancy and the rest of the team for a positive experience.

From LH:  Great lecture. Presented in an interesting and informative way. I learned a lot and and I have changed my practice based on the information provided!

Value for the money:  Great value for the money.  Excellent speakers, great location and an amazing breakfast every day.   Wonderful hotel beautiful amenities and a great town.

Teaming with Trust

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on twitter

 

Preferred workplaces are interesting, welcoming, stimulating venues where employees enjoy spending their time along with a feeling of personal satisfaction as they head out at the end of the day.   Trust is an essential element that must be present for a preferred workplace to exist; however, in many workplaces trust is low, and instead of enjoying their work, employees spend each day feeling anxious and wondering when, where and why the next assault will take place.   Rather than focusing on team goals, worried employees revert to a defensive position and focus on avoiding making mistakes.  Both morale and productivity suffer in a low-trust environment.

 

Writing in his personal blog, The Workplace Therapist, Brandon Smith offers a list of characteristics of a  low-trust environment, including the following:

  • Food is routinely stolen from the break room.
  • You worry about what others say about you when you turn you back.
  • No one praises each other, ever.
  • No one helps if someone is struggling. It’s “everyone for his / herself” combat at work.
  • You are encouraged to compete and beat your co-workers at all costs.
  • Your boss plays favorites.

Changing the culture of your team requires effective communication, commitment and consistency; with effective leadership, it can be done.   Leaders can build a trusting environment by making expectations known and creating boundaries for the behavior of team members.   Increase trust and move toward becoming a preferred workplace by enacting these recommendations.

 Share information   Absolute honestly is essential in building trust because no one trusts a liar.  Disseminate information openly and transparently to let those around you know that you have nothing to hide, nor do you have hidden agendas.  Have frequent team meetings on which you share information freely, solicit feedback, and listen attentively.  Ask your team to describe their views of a trusting environment; take notes and make some suggested changes.

Promote professional development   People who know that you have a benevolent interest in their personal development will trust your intentions and will reciprocate by behaving in a manner that earns your trust.  Elevating the skills of every member on your team establishes a spirit of collaboration and reduces dog eat dog competition that is found on low trust teams.  As you focus on mentoring and developing those you supervise, they will take an interest in helping one another with a “pay it forward” attitude.

Give praise   Recognizing and thanking those around you is a quick and effortless way to build trust.  Not only will workers feel valued, praising them reduces the fear that you will take credit for their work.  Never let a day pass without recognizing and thanking at least one person on your team for a job well done.

Stop gossip    Gossip is a trust killer…always.   When someone tells you something negative about someone else, you can be assured that they will also talk about you behind your back.  Do not participate in or listen to gossip…stop it in it’s tracks.  For example, one day in the lunch room where I work a person joined our table and quickly started to say negative things about another person on the team who was not present to defend himself.  Rather than participating or allowing the gossip to continue, a second person at the table replied, “I’m sure he would be disappointed to know that you feel that way.”  Quickly and effortlessly, she brought the gossip to a halt and the conversation moved to another topic.

Take the first step toward establishing a preferred workplace by building a secure environment where pats on the back replace the knives that were previously placed there.  Meet with your team and openly discuss the desired behavior needed to increase trust and then lead by example.  By communicating with clarity while promoting the skills and interest of every person on your team, morale and productivity will increase and you will gain a reputation for being a highly desired and enjoyable place to work.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Right player, Right position; Build a successful team

By Thomas Davis, CRNA, MAE, Lt. Col, (ret)

On January 17,2017, Patriot’s quarterback Tom Brady reached a milestone and reinforced his elite status as a team leader when he appeared on the cover of Sports Illustrated for the 20th time.  Magazines such as SI, Fortune and Forbes regularly feature the super-stars of business on their covers, filling their pages with success stories from the corporate world.  What do the elite super-stars of sports have in common with successful corporate CEO’s?  Both have received public accolades for combining their natural talent with their ability to effectively lead a team.

The need for teamwork on the sports field is obvious.  Every quarterback in the NFL has the credentials necessary to do the job; they know the strategy of the game and have the physical talents to deliver the desired results.  Yet, many fail which indicates that success involves more than the quarterback’s arm.  The line must block, receivers must run the right routes and the team must work in sync to achieve victory.

Teamwork is equally essential in the business community where success involves more than the CEO’s vision.   Victory in the business world requires a supporting team with each person executing his/her role in a confident and professional manner.  Assigning the right person to the right role is the first step to the victory dance.  Expecting a strategic thinker to balance the corporate books will be equally disappointing as asking a lineman to run the route of a wide receiver.  Know your players and their strengths and then put them into the right position to showcase their skills.

Here are three essential leadership roles to play when you develop and implement an action plan for your team.

 

Innovator  The innovator is the creative thinker who constantly sees a better way to do just about anything.  Tell this person what you would like to accomplish and he/she will quickly identify several ways to complete the task.  The keen insight of the innovator considers both short and long-term implications and formulates a plan to maximize success while minimizing unintended consequences.  The innovator sets the course and provides the spark of energy necessary to get the project rolling.   An innovator on the team introduces possibilities however, a team with only innovators becomes a think tank producing concepts but no results.

 

Enabler   The enabler is the essential person on the team who has a network of contacts and knows where to obtain the resources necessary to transform a vision into a reality.  Whether the project needs supplies or support, the enabler knows where to turn.   Essential resources include not only things, but people and the enabler is a master at fostering collaborative teamwork.  In short, the enabler buys into the vision, obtains the resources and motivates others to make it happen.

 

Implementer   The implementer takes pride in actually doing the hands-on work required to give life to a project.  This hard-working team member can understand the goal, capitalize on the resources provided by the enabler and do the labor necessary to achieve results.  On some teams, the implementer is also referred to as a go-to person, someone who always seems to be able to do just about anything.  When an implementer is charged with completing a task and given the resources to do it, the sky is the limit.

Just as sports teams need skilled players at every position, the most successful business leaders build teams where each position has a skilled player.  A baseball team doesn’t recruit a generic baseball player; it recruits for a specific position, i.e. pitcher, catcher or infielder.   Likewise, insightful leaders recruit innovators, enablers and implementers and then make sure that every project has people from each category on the team.  Your ultimate success is dependent upon leveraging your natural abilities by creating a team that will bring reality to your vision.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Encore, Hilton Head

Meeting review by Christina

Meeting Date: 2018

Meeting location:  Hilton Head

Meeting sponsor: Encore Symposiums

Strengths of the meeting:

I am writing to thank you for putting together a great conference. All four lecturers were fantastic with such relevant and fascinating topics.

In particular I really enjoyed Mark Welliver and Matthew Zinder. Mark is a fantastic teacher, and I felt like I really refreshed my pharmacology and got a lot of my next-level questions answered.

Matt very generously discussed very difficult topics. It was clear that the issues he spoke with are very personal and important to him, and I could tell that he really hoped that his lectures might help someone either currently or someday. That meant a lot!

I would really like to extend a thank you to both of them in particular.

Value for the money:  Great value for the money.  Excellent speakers, great location and an amazing breakfast every day.

Managing Change

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on Twitter

“The only constant is change.” “If you’re not on the change bus, you will end up under it.”   “Let’s not get trapped in the past.”  The clichés are copious, but when you move from glib rhetoric to reality, altering the status quo can be intimidating to those who have mastered their current jobs.  Any threat to the comfort zone can make knees knock and tempers flare.  Changing to keep ahead of the competition is inevitable and it’s one of the the keys to company survival and, ultimately, job security.  Insightful leaders will facilitate necessary change by welcoming fresh ideas and using their administrative positions to guide their teams smoothly through the transition process.

Changes that occur in the workplace frequently have two important components that provide opportunities for leaders to showcase their skills.  First, the technical aspects must be established in terms of written policy and procedure while assuring that necessary resources are in place.  Developing new policy involves gathering insight from all stakeholders and anticipating unintended consequences related to the modification.  Second, and equally important, the human factors related to implementing the transformation must be considered in order to ensure buy-in from the group.  Anxiety and resistance to change are two common reactions that must be acknowledged and addressed before the team can move forward.  Whereas technical aspects are often developed by committees, it is the job of leaders at all levels of the organization to address the (human factors) necessary for successful implementation.

Guiding a team to a future state begins with clarifying the desired outcome.  Schedule a time to talk with your supervisor and others in leadership positions to ensure that everybody visualizes the future state from the same perspective and is moving toward the same goal.  Next, develop a plan for transition to the new workflow that is in alignment with the culture of your organization. Linking the proposed modifications to the mission, vision and values of the organization sends the message that the new plan is not designed to be a nuisance, but rather a necessary modification for long-term success.  Holding out for a perfect plan can stifle progress.  Create a good plan and be willing to modify it as additional information emerges.  Establish markers to indicate progress and create a timeline for implementation of the plan.   Know your plan well enough to discuss it openly without notes.

Communication isn’t just the responsibility of leadership.  Communication must be two-way and ongoing.   Workers at the grassroots level are most affected by the change and know the implications as well as ways to facilitate implementation better than anyone else.  More importantly, encouraging feedback from all levels validates the workers and capitalizes on their unique perspective.  Based on the flow of information from the bottom up, modifications to the plan can be made to address glitches and unexpected consequences.

After the plan is developed and communicated, the actual rollout will be influenced by your attitude as well as the attitude of key people on your staff.  Every group has opinion leaders – those who co-workers seek out when they have questions or concerns.  Identifying and bringing go-to people on board before rollout will increase the probability for success.

As a leader, change is an opportunity to keep your organization on the cutting edge of the industry, and, in the process, create job security for the people you lead.   Keeping a positive attitude while bringing workers together who have a shared purpose becomes an opportunity for meaningful team-building.  The organization’s current status quo is not a destination; it is a leg in the journey to an ever-evolving future state.     You will remove apprehension and gain the support of your team by planning, communicating and implementing change in a confident and inclusive manner.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Leveraging Boomers

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on twitter

According to the Pew Research Center, Gen X and Millennials combined make up around 34 percent of the workforce.  Many Gen X workers, born 1965-1984, have already earned leadership positions and the super-stars in the advanced guard of millennials, born 1981-1987 aren’t far behind.  At the other end of the workforce age spectrum are the baby boomers, born 1946-1964.   Even though the elder boomers are retiring in droves however, many boomers now in their 50’s and 60’s continue to play a key role in the workplace of today.   As younger workers take charge, it is common for entry level millennial leaders to supervise baby boomers.  To a neophyte, it may be daunting to supervise workers who are the same age as their parents; However, the maturity that boomers add to your team creates an opportunity for you to leverage their experience.  Enhance your position and by capitalizing on the many positive things that elder workers bring to your team.

  • Dependability Children of the late 40’s and early 50’s were raised by parents who worked their entire career for one employer and retired after forty-plus years at the same job.  Their parents were survivors of the Great Depression who taught their children to value work ethic.  Boomers hate to let you down and will do everything within their power to accommodate work schedules and complete projects.

    Leverage their commitment by developing work schedules compatible with their advanced age and including them when maturity will enhance the outcome of a special project.

  • Loyalty Older workers who are still in the workforce have a loyalty to the employer and if you are their supervisor, they are loyal to you.   They may have seniority on your team, however, those working for you do not want your job.  They do want to be part of a highly productive team and that means they will support your every effort in achieving the mission, vision and values of the organization.

   Leverage their loyalty by putting them in charge of projects where a steady hand is needed to guide a group of younger workers through new challenges.  Smaller projects can be completely turned over to boomers with a high likelihood that they will be completed correctly.  You will be amazed at the effort they invest into bringing the project to completion.

  • Experience  Baby boomers often have 20-40 years of history working in their career fields.  Writing in Forbes.com, author Craig Malloy notes, “Boomers need to feel their experience in the workforce counts for something in the organization. These employees are, in part, motivated by mentoring team members, who may just be starting off on their career paths.”

   Leverage the wealth of knowledge that the boomers possess by soliciting their opinions.  Develop learning partnerships between elder and younger workers.

  • Interpersonal skills Boomers were born into homes wired for land-line telephones and television sets that received only 3 channels.  They communicated by talking to one another as opposed to email and texting.  Those born before 1964 have flourished due to their ability to effectively communicate face to face with others.

   Leverage their verbal skills by allowing them to mentor you when developing strategies to present your position to the team or to those in your chain of command. In addition, boomers went to school at a time when learning correct grammar and punctuation was required for graduation.  They are amazing editors for the written material that you intend to send up the chain of command.

  • Networking People who have been in the workforce for 30-50 years have a vast network of professional and personal acquaintances.  It is likely that they know someone who has experience in just about anything that you want to accomplish.

   Leverage the connections of your most experienced workers by asking them for references and connecting you with sources.

  • Stability  Boomers have been there and done that.  It is difficult to ruffle their feathers and their depth of experience can bring a sense of calm to the chaotic modern workplace.  Over the years, these hardy workers have survived crisis after crisis and have learned that when the dust settles, a viable answer usually emerges.

   Leverage their real-life experience by allowing them to tutor you when you perceive an impending crisis.

  • Adaptability Older workers may be perceived as being set in their ways, however, this older generation has lived a life of adaptability.  They were born before computers or space travel and our current world is a totally different planet than the one on which they were born.  Yet, as their workplace has evolved from paper to digital, they are still on the job.

   Leverage their adaptability by including them in technology updates; After all, clearly, they aren’t too old to learn.

  • Rebels Boomers were born in homes listening to 40’s big band, grew up with rock and roll and now enjoy modern music.   They were also born in a segregated America and were the driving force for social justice and civil liberty.  Boomers were rebels who saw the status quo as something that could be improved and jumped right in to make the changes.  Maturity has not altered the rebel spirit that makes them want to shake up the status quo and build a better world.

   Leverage their rebel spirit by establishing a team goal to build a preferred workplace and include boomers as leaders in the movement.

Generation X and Millennials who are being promoted to leadership positions do not need to be intimidated by the age or experience of older workers on the team.  Take advantage of the diversity of thought and experience that older workers bring to the team and ensure your own success by learning from them.   Once you realize that older workers want you to be successful and are more interested in visiting their grandchildren than stealing your job, you are free to open lines of communication and build on the wealth of experience that they possess.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Core Skills for Leadership

By Thomas Davis, CRNA, MAE, Lt. Col,(ret)

Follow @procrnatom on twitter

 

The road that a person must travel to become a fully certified/credentialed member of a profession is often long and demanding.  In addition to gaining a body of knowledge, critical skills and competencies must be mastered in order to gain entry into the career field and successfully establish yourself as a qualified member of the professional community. Effective leaders in a profession must also master essential leadership skills and competencies, and, as with professional proficiency, skillful leadership expertise can be learned.

Skillful leaders have a vision.  Develop the ability to formulate a picture for your workplace of the future by acknowledging where you’re at related to where you want to be.   Look for areas where minor changes can produce large results moving you toward the workplace you envision.   For example, in my own experience, my vision has always been to create a preferred workplace, so I am constantly seeking ways to promote collaboration and mutual respect within the team to achieve our desired future work environment.

Skillful leaders use communication to motivate.    Communication is the transfer of ideas and highly effective leaders take this skill one step farther.  They share information in such a way that the listener receives information AND is inspired to achieve the goal.  Using good humor, warmth and civility to create a sense of imperative as you communicate, helps establish a can-do attitude within your team

Skillful leaders commit.   Meaningful change takes time and having the capacity for all-in commitment is both convincing and contagious.  Anything less than a commitment to achieving the vision, regardless of the amount of time it takes to get there, will be viewed by your team as a passing fad. An all-in focus on achieving your vision for the team will inspire them to commit along with you.

Skillful leaders resolve conflict.     When humans interact, occasional conflict is inevitable.  The best leaders aren’t the ones living in a conflict-free zone.  They’re the ones who quickly and confidently address issues and achieve democratic resolution. When faced with a disagreement, assemble all the parties, listen to all sides and discuss behavior/agendas in terms of how the vision and greater goal of the group are affected.  The best solutions involve compromise.

Skillful leaders acknowledge and reward success.    Whether the project is big or small, determine milestones and give recognition to those whose work was important in achieving them.   Plan rewards for the team as a whole as well as for individuals and take the time to celebrate.  Public recognition of success is motivating and makes your team eager to take on the next project.

leaders display personal integrity.   You can’t achieve your goal alone and the quickest way to kill support from your team is to compromise your integrity.   Honesty, transparency and fairness every day in every interaction establishes trust.  Integrity is both a value and a skill and is absolutely foundational to leadership.

Administrative authority is more than a title.  It requires core competencies, and, as in any profession, requires life-long learning.  The best leaders learn from every daily interaction, constantly honing their skills at establishing a vision, communicating a plan, motivating the team and celebrating success.   The workplace that you create for your team of tomorrow starts with the leadership skills you employ today.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

The Magic of Feedback

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow@procrnatom on twitter

Feedback is the process of taking output and returning it to the source so that adjustments can be made to improve the quality of future output.  On the job, receiving and giving feedback are key components for improving performance and building a preferred workplace with fully engaged employees who are committed to excellence.   Writing in Cognology, author John Windust notes that the majority of workers would like more performance feedback than they currently receive, yet there is a reluctance of supervisors to candidly discuss performance with workers.  Providing constructive feedback is giving a gift to your team; A gift that transforms personal relationships and elevates team performance.

The transition to continuous, informal feedback has turned the traditional annual performance review into a dinosaur at many businesses that focus on the future.   The standard APR happens only once a year and looks back on where the person once was.  In contrast, frequent feedback identifies where the person currently is and looks ahead identifying opportunities for improvement.  Organizations such as Dell, Microsoft, IBM, Lear, and General Electric have retired the APR in favor of frequent discussions between individual worker and supervisor.  With recurrent discussions, workers have a clear picture of:

  • What they are supposed to achieve
  • Whether or not they are reaching goals
  • Things that are done well and things that need improvement
  • The impact that they have on others and the overall achievement of the team

 

Both leaders and workers gain respect from their colleagues when they solicit and give honest feedback regarding work performance.   Welcoming comments and criticism from colleagues and having a, “Make me better,” attitude displays self-confidence and encourages others to openly share observations and offer suggestions for improvement.  Over time, a culture of benevolent feedback will elevate the performance of the entire team.

Advantages of frequent feedback

  • Opportunity is always there. Fully engaged supervisors have boots on the ground and interact with team members daily.  Each interaction is an opportunity to share observations, both successes and areas for improvement in real time.   Ongoing feedback does not require an appointment on the supervisor’s schedule nor does it require formal documentation.
  • Frequent check-in cultivates a relationship.  Ongoing interaction, in which comments are offered with sincerity and kindness, demonstrates transparency and the desire to help the other person improve.  It opens the door for the person on the receiving end of the remarks to reciprocate making the feedback a two-way process.  Over time, honesty and transparency will lead to a solid trusting relationship.
  • Disclosure is motivating. Sharing your observations in a manner that is intended to enhance the skills and performance of another person is energizing.  When information is shared effectively, the other person sees a current weakness as a temporary condition and she will be stoked to correct the problem.  Informing a person that he is just a little behind another more skilled individual will motivate him to close the gap and strive to be the best.
  • New skills are learned. Often, when a person is not achieving at their full potential it is not due to a lack of effort but to a lack of specific skills.  Frequent non-confrontational discussion of a person’s performance will reveal areas where a little training could make a significant difference in outcome.  Draw on your network of resources to facilitate mentoring to fulfill the knowledge or skill deficit of the worker.  By taking an active interest in the person’s professional development, you are sending a message that he is important to the team.

 

Maintain a consistent presence within the team and have the courage to candidly criticize areas of weakness while openly showcasing success.  Keep on your toes by reversing roles and inviting your team to make you better through the same feedback process.  The trust that emerges from a two-way relationship based on transparency and sharing of information will be the cement that bonds a group of colleagues into a highly motivated and productive team.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Five Essential Questions

Five Essential Questions

By Thomas Davis, CRNA, MAE, Lt. Col, (ret)

follow @procrnatom on twitter

Preferred workplaces are built by insightful leaders who actively work to create a community of colleagues who treat one another with mutual respect and work together collaboratively.  Hiring and recruiting new team members offers an excellent opportunity for you to build your dream team, and identifying well-matched applicants is an important first step.  These Essential Five interview questions will put you on the right track.

  1. When you prepared for this interview, what did you learn about our organization?  This question opens the door for insight about how the applicant organizes time, thoughts and the value that he or she places on preparation.

Positive response:  The applicant will show evidence that he/she has been to the employer’s web site and has seen the mission, vision and values of the organization.  They will also be able to comment on something specific about the group that they are hoping to join.

Negative response:  The applicant will flatter the institution speaking in vague terms about its wonderful reputation but saying nothing specific about its mission and values.

  1. Describe your ideal employer/ job. This moves the ball beyond working for a pay check, plants the thought that not all employers are the same and opens the door to considering whether this job is a good fit for both the applicant and the employer.

Positive response: The applicant will describe a job that offers professional growth, builds a network of colleagues and presents an opportunity to join a team doing important work.

Negative response: The person will focus on pay and benefits with a work schedule built around personal needs.

  1. What is your greatest achievement outside of work? People are who they are on and off the job. There is no right or wrong answer to this question, but it is a significant opportunity to gain insight into the applicant’s basic personality and the way they approach life in general.

Positive response:  The applicant will talk about other specific team experiences noting his contributions and some of the improvements that were made he helped to achieve.  He may potentially reveal the positive effects that participation had on his own self-esteem.

Negative response:  The applicant will list his organizations and the titles he held or earned, tainting his good works by creating a feeling of, “Look what I did!”  Applicants whose greatest achievements outside of work are wrapped around self-promotion will bring that same attitude to your team.

  1. If you join our team and you have a successful first year, what would it look like? This question encourages the applicant to visualize being a member of your team.  Not only does it create buy-in regarding team membership, it plants the seed that you expect the person to be successful.

Positive response:  The person will describe learning new skills, feeling valued, working as a member of a collaborative team and making a difference in the overall outcome of the group.

Negative response:  The person will make empty statements about settling into a work routine, providing quality patient care and being able to balance work with personal pleasure.

  1. Do you have any questions? This is a very important question that loops back to question one and provides further indications about preparation for the interview.

 

Positive response:  An applicant who is seeking to join a collaborative team that does meaningful work will ask about work ethics, relationships, team goals and opportunities for growth and excellence.

Negative response:  The applicant who wants a strictly transactional, quid pro quo job will ask about pay and benefits and ways to leverage time off to meet personal needs.  Or, he may not ask any questions at all.

 

Looking back on my experience as a hiring manager at two large healthcare institutions, I recall one of the most informative applicant interviews of my career.  Following a useful discussion about the applicant’s preparation for the interview, his preferred workplace, his activities outside work and his view of a successful first year, the interviewee was asked the essential fifth, “Do you have any questions?” “Yes,” he replied.  The candidate opened a folder and pulled out a sheet of 64 type-written questions that he and his wife had prepared.  Our committee addressed each question one by one and by the end of the interview, he knew the minute details of the job he was seeking, and we gained valuable insight regarding his personal interests and expectations.  We hired him, and he was exceptional.

The interview of applicants is a necessary step in the process of building a team to establish your institution as a workplace of choice. Using the Essential Five gives you a window through which you can gather both broad and specific information about the qualities of each applicant.  A thorough interview will help you hire the perfect fit for your work community, and the one you serve.

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Now available on Amazon books

Leader Reader

Busy or Productive?

Busy or Productive?

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on twitter

               

    “Establish your professional reputation based on what you’ve accomplished.”

 

This high-tech 21st century requires that we move faster and process information more rapidly than during any other historic period.    The price of stock at Plated, Uber or Amazon attests to the speed read race pace at which we move.  Lets’ agree that we’re all hard working; however, at the end of the day, what do we have to show for it?  All or many of us may grimly discover that we’ve spent the day as busy as a pile of fire ants and as productive as a heap of sawdust.  Busy may appear beautiful, but Productive is Queen Bee for a day.

 

Are you busy or productive?

Busy people …

  • Say they have a mission
  • Appear to focus on action
  • Say yes a lot
  • Are easily distracted

Productive people…

  • Have a written mission and a defined goal
  • Develop a plan and put it into action
  • Say yes as much as possible and always follow through
  • Limit the distractions and commit to achieving results.

Here’s how to make the shift from busy to productive.

 

Written mission, defined goal   First, commit to it.  After agreeing to a proposal, identify and clarify the intended outcome.   For either a long or short-term goal, focus on the published department mission while defining the outcome of the project.  No matter what leadership style you opt to use, if you know where you’re headed, and if you keep an eye on the ball, at the end of the day you should have brought all your small tasks to closure and made the projected progress on your long-range projects.

 

Plan, action  Whether you’re organizing a one-hour meeting or restructuring an entire department, all tasks require a strategic plan with a timeline.  Use markers to indicate progress, and then follow your plan.  Build clock blocks with specific times for different activities and allow some empty time periods for inserting priority projects.  Don’t forget to create time for a needed stretch break, taking a quick jog up the back staircase, eating a healthful power lunch.  Start the day by doing a last-minute “block check.”  End the day by reviewing the results.

 

Say yes, follow through   It’s easy to say yes.  In fact, very often it’s easier.  “Yes!” means that you have the time and the resources to complete the task or project, or that you can and will get them.  To begin an assignment, declutter.  Start with a clean desk and an empty waste can.  Clear your schedule and the schedules of those you wish to utilize.  Be certain that you, or you and the team, are up to the task and if you say yes, mean it.  To be fair and honest, if you cannot say yes and follow through, just say no, “…but thank you for asking!”

 

Limit distractions, get results    In other words, focus.  Having the personnel, the tangible resources, scheduled daily clock blocks, and a decluttered mind and work area sets stage for focusing on high production.  Now, do one more thing.  Put your phone away.  Take care of your texts and emails prior to starting the first clock block then turn it off.  Turn off the ring-tone.  Turn off the alerts. Turn away all the would-be hijackers and tune in to your timeline.  Position yourself to see planned results.

Earn and establish your professional reputation based on what you’ve accomplish, not on how busy you managed to be.   To avoid being a top that stays upright by spinning in one place or a whirling dervish that dashes and darts through the day creating more problems than resolutions, design a focused work environment with a plan for action on every project.  Thoughtfully use your integrity and talent to follow through so you can finish the day with planned results and a sigh of satisfaction.

 

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Buy Leader Reader 1, Authentic Lessons in leadership on Amazon books.

Leader Reader

Be a Master Teacher

Be a Master Teacher

By Thomas Davis, CRNA, MAE, Lt. Col, Ret

Follow @procrnatom on twitter

Central to developing a preferred working culture is hiring the right people and then instilling them with your goals and values.  Having a Master Teacher on your team to impart skills and establish expectations will ensure that your new hire becomes a valued member in your workplace.

I provide anesthesia in an outpatient center in which workers are happy and their competence is highly regarded.   At the heart of our success as a team is the talent of our benevolent authoritarian and Master Teacher, Lali.

As an authoritarian teacher, she takes confident control and demands that each learner acquire detailed knowledge of the job.  As a benevolent mentor, she bases her approach on goodwill, kindness and a genuine desire to help others.  In our organization, Lali is the person who successfully combines benevolence with strict attention to detail and offers an orientation wherein each new person is taught to follow policy and procedure without deviation; and she does so in a gentle, supportive manner that affirms the self-esteem of the learner.

During the orientation process, Lali exemplifies the basic characteristics appropriate for a Master Teacher in the outpatient setting.  She connects and relates to each new hire as a first priority; she is an excellent communicator; she has a thorough understanding of the expectations of the job and the goals of the organization; and, she makes the successful orientation of each new person an expectation and a reality.  New people are not released to independent duty until they receive Lali’s stamp of approval.

 

Select a Master Teacher who…

…knows the job.   It is essential for your master teacher to know the specific components of the job as well as being current on all policies and procedures that must be followed.  The person you select as your master teacher must be able to set the standard for new hires to follow in their interactions with one another.  Utilizing a qualified master teacher has the additional benefit of affirming both the teacher’s knowledge and her ability to connect to her peers.

… knows the team’s and organization’s values.   During the orientation process, the master teacher isn’t just showing the new person how to accomplish the tasks related to the job; she or he is establishing a code of conduct for team interaction within the preferred workplace by role modeling the behavior.    When orienting a new person, the MT gets one chance to do it right the first time.  At the completion of orientation, the newly trained person must know how to do the job as well as how to interact.

… is a benevolent authoritarian.   Successfully integrating a new member into your group involves their ability to do the job to exact specs and do it in such a way that it supports the mission, vision and values of the organization.  To be in a workplace of choice, the person being orientated must perceive that he or she is competent, capable and valued.  Using the benevolent authoritarian approach ticks off two big boxes.  It creates a learning partnership in which the mentor gives the learner the security of knowing that failure is not an option, and it teaches work skills in an exact manner that affirms the new person as an important member of the team.

Having a benevolent authoritarian mentor on your team will pay huge dividends long into the future.  Not only will your new team members become quickly fully functional, each will have formed lasting relationships and have a secure support system in place.  To develop a preferred working culture and strengthen your entire organization, cultivate a benevolent authoritarian Master Teacher.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Buy now on Amazon Books

Leader Reader

Hidden Jewels

Hidden Jewels

By Thomas Davis, CRNA, MAE, Lt. Col. (ret)

Follow @procrnatom on Twitter

 

“I start with the premise that the function of leadership is to produce more leaders, not more followers.”

~Ralph Nader

 

Wouldn’t it be great if every person you hired already possessed 100% of the skills that are needed to be successful on your team?  Perfect candidates do exist; however, searching for those hidden jewels is costly both in terms of time and money.  A better option is to look within the existing team and develop their many concealed talents.  Here are some reasons to make professional development a priority in your workplace.

  • Increased Performance.  Your work environment is constantly changing as are the demands of the job.  Delivering state of the art service requires ongoing education to keep up with advances in technology as well as the knowledge base.   Just as your lawn mower blade needs sharpening every spring, peak performance of your staff is dependent upon constantly sharpening professional skills.
  • Increased engagement. In a preferred workplace there is someone who cares about your professional development.   Ensuring that every person on your team has a plan to grow professionally infuses energy and loyalty while increasing engagement of the individual.
  • Increased retention. You can’t afford NOT to value professional development because it is linked to employee retention.  Staff turnover carries an excessive cost both in money and morale.   When expenses related to recruiting, hiring, credentialing and onboarding are considered, it may cost 1-2 times the annual salary to replace a licensed healthcare provider.  In addition, team morale sags when a respected person departs, and the team is tasked with picking up the extra workload.

 

Discussing professional development with your employee at the annual performance review builds the expectation of opportunities for personal growth.  Without follow-through, the discussion becomes a forum for hypotheticals and promises, and the disappointment that follows erodes morale.  Professional development must be more than empty words at a once-a-year discussion; it must become a way of life that yields results for your team.   Here are some ideas for infusing individual growth into your team members.

  • Professional meetings National and State meetings of professional groups are an excellent way to learn about innovative technology and to get updates on current research and best practice protocols.  In addition, the gathering of professional peers creates a rich environment for networking.   As the schedule permits, encourage your team members to attend.
  • Online meetings and courses Computer-based learning is an inexpensive alternative to attending meetings in person.  Live, interactive webinars allow you to meet online with a group of peers, receive instruction and then have a live two-way discussion with the group.  In contrast, pre-recorded webinars are accessible 24/7 but lack the opportunity for interaction.  Many Universities offer coursed online that will lead to an advanced degree.  For those geographically tied or too busy to travel, computer learning is a viable option.   Be proactive and ensure that your team members can opt to use continuing education money to take advantage of online courses.
  • Mentoring Teaming up with an experienced person who has expertise in a specific area of interest is a practical way to expand skills.   Whether your team member desires to update technical skills, practice public speaking, or improve professional writing, there is a qualified person in your organization who will help.  Use your network of colleagues to find the right mentor for your team member.
  • Change jobs for a day A fun and straightforward way to add tools to a workbench is to spend a day working in a different area within the organization.  Affirm your team members by helping them expand their professional network by facilitating a job swap for a day.
  • Professional social hour  Set up a social hour for others who share your professional credentials and include people from other organizations.  An informal gathering provides the opportunity to exchange information and increase your contacts.  Continue by hosting other social events at intervals throughout the year.
  • Create an individual plan Don’t wait for your boss or your organization to put your future on a platter and serve it to you.  Develop your own plan to increase your knowledge, skills and connectedness with others in your profession.

 

Increasing the skills and knowledge base of your team members is an expenditure of time and money, and a venture into professional development that will yield a high ROI.  Professional development is economical and teaching new skills to existing team members pays for itself by providing an increase in productivity and savings from reduced staff turnover.  Your organization includes many people with talents yet to be uncovered and cultivated.  Among them is a hidden jewel who already exists on your team, ready and willing to be discovered.

 

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Leader Reader

Connection

Make the connection

By Thomas Davis, CRNA, MAE, Lt.Col (ret)

follow @procrnatom on twitter

In 2013, the Centers for Medicare and Medicaid services released a scathing report stating that 6 in 10 patients felt that they were not respected or heard by their healthcare providers.   Even though most patients reported having received competent medical care, the majority felt a disconnect between themselves and the healthcare system.  Similarly, one characteristic of an undesirable workplace is that workers sense that their opinions do not count and feel separate from the chain of command.  Whether you are a patient or a worker, feeling part of the whole is essential for a successful relationship.  Here are some principles for connecting with others that can be useful in both your personal and professional life.

 

Ask questions.  There is something exceptional about every person you meet, and you will seldom discover their hidden interests unless you ask questions.  As healthcare providers, we are trained to ask about symptoms that will guide the treatment we offer; however, we are less skilled at discovering the individuality of the person presenting with the problem.   By asking patients about both symptoms and concerns, we open the door to connecting with their personal life and the implications of how their disease will affect relationships in the family and at work.  Showing equal interest in the person and the medical condition is the first step to forming a meaningful relationship that will validate your patient as a unique individual.

 

Be a great listener.  Asking questions is meaningless unless you unless you are focused to hear the answer.  When listening, hear the words and try to understand the emotional meaning.  A patient may describe an ache or pain while the real concern is that he may not be able to continue in a job or recreational activity.  After actively listening, restate the perceived anxiety by saying, “I sense that you are concerned about…”    When people feel that you understand on an emotional level, a common bond forms that validates the person as an individual and gives them a sense that you care.

 

Develop a Starbucks mentality.  In old movies based in small town America, a local enters the store and the storekeeper knows the person by name as well as the details of his family.  The customer feels welcome to be there and the attendant has a “customer is right” mentality with a desire to satisfy the customer.   At Bux they welcome you as you enter the door by saying, “Welcome to Starbucks, what can I get started for you?”  At Sams they refer to customers as “guests.” It’s part of customer service training at Bux and Sam’s to connect immediately through a warm welcome.  Though healthcare is far from being a country store, interacting with a friendly, down-home attitude creates a personal link with patient and employee alike.

 

Discover areas of commonality.   Finding and discussing common interests with another person is a wonderful way to establish unity.  As you ask questions and concentrate on answers, you will discover similarities with the other person.  Acknowledging shared values and areas of interest exposes you as a real person beyond your position as a healthcare provider.  Be careful NOT to one-up the person by making your experience more important than theirs.

 

Acknowledge anxiety.  Patients seek healthcare either to address a specific concern or to maintain their current health.  Both scenarios carry anxiety; those with a problem fear the implications and those who are currently healthy fear the discovery of an unknown health problem.   Assume that all patients are anxious and listen with empathy.  Let the person know you are willing and ready to discuss both their medical condition and their concern about the consequences.

 

Be a friend.  In a professional relationship, you do not need to become a BFF but it is important that the person views you as being genuinely friendly with an honest interest in their wellbeing.  Establish a specialized relationship by encouraging the individual to tell you something that interests them on a personal level.  A favorite question that I often ask is, “Tell me something about yourself that is not on your medical record.”  Suddenly, the person fees as if he is more than someone in need of medical treatment, he is a real human being with a life of his own.   Make it a goal to know the patient well enough to introduce her to a co-worker without reference to the medical condition.  “This is Mary and when she is not with us, she cares for her grandchildren and loves to tend her garden.”  By asking my favorite question I learned that my 63-year-old female patient was a pool shark.  Another former patient was top 10 in table tennis in the State of New York.  Each person, whether patient or colleague is unique and interesting.

Regardless of your position in healthcare or elsewhere, connecting with clients and colleagues is the key to success.  Unlike finding a cure for cancer – a monumental task requiring years of research and a huge investment of resources – the perception of patients not being respected, as identified by CMS, can be cured today by healthcare providers who are focused on connecting with everyone they encounter.  In fact, connection IS the cure.

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Great Leaders Inspire Loyalty

By Thomas Davis, CRNA, MAE, Lt. Col. (ret)

A really great boss is respectful, complimentary and kind, making each individual feel valued  for what he or she brings to the team. 

 

Loyalty to the company starts with loyalty to the boss. The elements of a preferred workplace include “an environment where employees look forward to spending their time and energy in exchange for the rewards that come with the job.” If you build the preferred environment by incorporating the following Behaviors of a Great Boss into your leadership style, you will inspire and connect with your team.  They will respond by collaborating as colleagues and developing an enhanced sense of loyalty to you and the organization.

 

  • A great boss exudes personal character. The best leader bases decisions and interactions on honesty, integrity and fairness.  The leader sets the example for conducting business within the team and trust develops as team members imitate the values they see in their leader.  In a preferred workplace, strength of character creates a sense that colleagues cover each other’s back.
  • A great boss takes pleasure in helping others. Effective leadership starts with a one on one connection with each team member and a sincere desire to support the professional development of the individual.  Rather than criticizing shortcomings, a great boss will find creative ways to leverage strengths while improving the person’s weaknesses.  In a preferred workplace, everyone correctly senses that the boss cares about them and their needs.
  • A great boss gives recognition to team members for their ideas. Instead of hijacking the process and stealing credit for a job well done, a great boss will give full credit to the creative individual and take satisfaction from the team victory.  Trust is enhanced when team members collaborate with the boss rather than competing for recognition.
  • A great boss clearly defines goals and expectations. As noted in Meeting Expectations, posted on ProSynEx.com, 3/19/2018, in a preferred workplace each individual knows the expectations of the job as well as the rewards that accompany completion of a job.  In the most inspired environments, the leader outlines the goal, provides resources and then lets the creativity of the team kick in to complete the project.
  • A great boss aligns team activity with company values. Inspired teams must have a reason to exist and using the corporate core values to achieve the mission and vision gives the team a sense of purpose.  When in alignment, team members sense a greater purpose for their work beyond the task at hand.
  • A great boss freely gives positive feedback. “Someone at work cares about my progress,” is tied to employee engagement and satisfaction within the workplace.  Creative leaders not only seek original solutions to problems, they find unique ways to recognize and reward individuals for their work.  From handwritten notes to public recognition, rewards are personal, simple and effective feedback.
  • A great boss is comfortable hiring smart and talented people. Instead of needing to be the expert, effective leaders hire people who are smarter than they are or people who complement their own skills and expertise, and then work together as thinking partners to leverage the talent of the expert to elevate the entire team.  Leaders who “hire down” in an attempt to protect their egos stifle the professional growth of the team.
  • A great boss encourages open and two-way communication. Workers who can openly share and receive information from a boss without fear of repercussion develop a sense of safety that allows them to take creative risks when addressing challenges.  In addition, relaxed discussion opens the door for a leader to know team members as individuals and creates a bond that often leads to two-way loyalty.
  • A great boss is optimistic. A leader’s confidence that “our team can solve a problem” is contagious and inspires workers to step up knowing that they have the full support of the leader.  Focus on the desired outcome, the resources that are available, and the people who are available to assist your team.  Running toward success is much more effective than running away from failure.
  • A great boss has a sense of humor. Lighten up and laugh.  Listen to the stories that your team members tell and look for the humor in everyday occurrences.  Within limits, find ways to make the workplace fun by sharing appropriate jokes, planting silly surprises for team members to discover or planning outings that include families and friends.  Be creative and enjoy one another and make each other smile.

 

It’s human nature to be attracted to a vibrant workplace and it’s human experience that makes you want to stay.  Be a leader who practices great-boss behaviors to energize engagement and galvanize job loyalty.  Everyone wants to work in an exceptional environment on an award-winning team inspired by a great leader.  Great bosses lead to loyalty.

 

 

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Wisconsin Assn Nurse Anesthetists Spring 2018

Meeting review by TJ

Meeting Date: 3/16-18/2018

Meeting location:  Wilderness Lodge, The Dells, WI

Meeting sponsor: WIANA

Strengths of the meeting: This was a fun spring break getaway in a great location.  The speakers had timely topics and a lot of information.   The meeting had a breakout session for leadership and also for SRNAs.   Between the water park and the speakers, it was a memorable weekend.

Value for the money:  Great value for the money and a good way for my family to join me at a meeting.

Encore Symposium, Naples FL

Meeting review by HH

Meeting Date: 3/5-5/2018

Meeting location:  Naples FL

*Note: This is the comprehensive meeting that followed the CPC review.

Meeting sponsor: Encore Symposiums

Strengths of the meeting: Nancy, I just wanted to take a moment to thank you for another great conference. When choosing my annual meeting to attend, I always look to Encore first. I have enjoyed each one I’ve attended & been very impressed with the topics as well as presenters. They are always current & interesting. Your recent meeting in Naples was spectacular. Not only was the setting beautiful, but the delicious breakfast was something to look forward to each morning. I enjoyed the conference & will definitely look to Encore again next year.

Value for the money:  Great value for the money.  Excellent speakers, great location and an amazing breakfast every day.

Meeting Expectations

Meeting Expectations

 

By Thomas Davis, CRNA, MAE, Lt. Col. (ret)

Follow @procrnatom on twitter

“Every system is perfectly designed to get the results it gets.”

~W. Edward Deming

The face of the American workplace is changing as baby boomers exchange steel toed boots for sandals and millennials lace their shoes to enter the race.  Whether seeking a lifetime of work on the assembly line or in a windowless OR,  younger workers are seeking employment in an environment where they feel valued, are fully engaged, and where they can showcase their talent.  Far from being lazy, they want to give full effort and prefer to do it where they are equally challenged and stimulated, a requisite that benefits both the employee and the organization.  Writing in Chron, author Judy Brunot notes that fully engaged workers are 20% more productive and 90% more likely to stay with the organization.

Preferred workplaces are created to attract and keep the most talented workers.  An insightful leader knows the benefit of having motivated workers and takes well-planned steps toward the goal of building a workplace of choice.  Nationally known for their ability to assess employee engagement, the Gallup organization has identified knowing what is expected at work as a key element in a preferred workplace.  Having, knowing and enforcing expectations sets boundaries that provide structure to employees while creating stability for the organization.

Leadership matters and those in leadership positions who are committed to build a preferred workplace must take advantage of every opportunity to set and communicate desired outcomes with their team.  Here are three situations where the stage is set for you to describe your goals and clarify the requirements of the job.

 

Recruiting/hiring   Those in the construction industry know the raw material that you use must be appropriate for structure the that is being built.   Building your preferred workplace is like building an office building; you need a blueprint, the right material and the right people to put it together.  Recruiting/hiring is your chance to get the right material for your team.  In your recruiting ad, use the job description to define the workplace that you are building and state it as an obligation that the applicant will support your effort.  At the interview, discuss your goals for the team as well as the organization’s mission, vision and values.   Ask the applicant to describe his/her ideal workplace to determine if the applicant is a fit for your workplace of the future.

 

Onboarding/orientation    Design a plan for bringing a new person into your organization that includes clear communication of the requirements for inclusion on your team.  View yourself as a teaching partner and use a benevolent authoritarian style to plainly establish the work that is to be accomplished and the way team members are expected to work together to achieve goals.  Newly hired people are open and receptive to instructions and strict mentoring during orientation will produce lasting results.  You get one chance to get it right the first time and it is your job to ensure that the new person clearly knows your expectations by the time orientation is completed.

 

Ongoing team interaction.   Existing members of your team need and deserve to know the what and the why if the standards for the team have changed.  Workers who have been on the team for many years, or even decades, are working in an environment that didn’t exist when they were hired.  As the workplace and the nature of the job evolves, so do desired outcomes.  Use your team meetings to review mission, vision, values and goals and stimulate your team to discuss the action needed to achieve them.  Active involvement and open discussion allows team members to establish behavior norms which positions people to hold one another accountable.

There are many components of a preferred workplace and skilled leaders are the master craftsmen capable of putting them together.    Establish and communicate expectations, hire the right raw material, and challenge existing team members to help in the building process.  Team engagement and productivity will ascend and exceed expectations.

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Encore CPC Review, Naples FL

Meeting review by BA

Meeting Date: 3/3-4/2018

Meeting location:  Naples FL

Meeting sponsor: Encore Symposiums

Strengths of the meeting: Nancy, I just wanted to take a moment to thank you for providing a wonderful CPC Review this past weekend. The facility was beautiful, and your instructors were spot-on with the type of information needed to pass the CPC practice exam on the first attempt. That quality of review will do a lot to relieve some of the anxiety associated with this test.

Value for the money:  Great value for the money and a good preparation for the CPC

Let go and Empower your team

Let go and Empower your Team

By Thomas Davis, CRNA, MAE, Lt. Col. (ret)

Follow@procrnatom on Twitter

Micromanaging is a manifestation of the Authoritarian style of leadership in which the manager closely observes the details and controls the work of subordinates to an unnecessary extent.  It is an aggressive form of management that places workers in a fishbowl where every action is watched, and any infraction of the leader’s vision is quickly corrected.  Those who work for a micromanager seldom feel as if their opinions count and are in constant fear of repercussions for having expressed original thoughts or attempting new ways of accomplishing tasks.

Micromanagers were not necessarily born to be bullies; instead, according to an article by Andy Molinsky, the practice of usurping the power of others arises from the leader’s own personal fear and insecurity.   High achieving workers are commonly selected as leaders, but once in place, they may realize that they lack background and training as a leader.  Insecurity soon arises because despite being successful as a worker, they are fearful of not meeting the leadership expectations of the team or the organization. To reduce the chance of failure, a fearful, but highly competitive manager becomes an authoritarian who takes rigid control of every aspect of the job, insisting on giving approval before any action is taken.

The cost of Micromanaging

Micromanagers take pride in setting a high standard by producing perfect results.  Perfection comes with a cost to both the team and the organization and eventually the drain on team morale and company resources may cost you your job.  Here are some of the costs associated with micromanaging.

Workers may become fearful.  When every independent thought provokes the ire of the controlling leader, workers tend to do only as told.  Rather than putting their energy into creating the best experience for the clients, workers focus on NOT making mistakes and follow rules without exception. Over time, the insecurity of the leader spreads to the team and everybody walks on egg shells.

Creativity and innovation are lost.  The insecure micromanaging leader who takes control of projects and insists on absolute compliance to his/her demands quickly puts an end to independent thoughts that may arise from team members.

Staff turnover is high.  When subdued by a micromanager, creative workers feel stifled and look elsewhere for more fulfilling work and those who remain acquire an attitude of robotic compliance to the manager’s demands. Resources of the organization are drained as the cost of employee replacement grows and morale plunges.

Are you a micromanager?

Most leaders want to do a good job, and few would describe themselves as micromanagers.  If the question were put to your team, how would they describe you?  Self-awareness is the first step to overcoming your controlling tendencies and here are some signs that you may be a micromanager.

  • You are rarely satisfied with the work of others.
  • You rarely delegate and when you do, you tend to take the work back.
  • You must be involved with every aspect of a project.
  • Projects run behind schedule because you are bogged down in the details.
  • You expect to be copied on every email message.
  • Subordinates hesitate to act or refuse to move ahead without your approval.
  • You need to know what everybody is doing and where everyone is at all times.
  • You feel as if the only way to get it done right is to do it yourself.
  • Your team has unexplained high turnover.

Breaking the Micromanaging habit

If some of the signs above describe your leadership style, you and your team may have some tough times ahead.   At some point, your team will either surrender and become low-producing zombies, or they will revolt and stage a mutiny.  Either way, you will fail as a leader.  Here are some tips for letting go of MICROMAGEMENT and laying the foundation for EMPOWERMENT.

Assess your own insecurity.  Because the foundational emotion that drives micromanagers is insecurity, your management behavior will not change in a meaningful way until you address your own doubts.  In most cases, you have more support than you realize, and people really do want you to succeed.  View yourself as being a competent rather than competitive leader, leverage your resources and confidently lead your team by empowering each team member.

Let go of perfection.  Perfection is in the eye of the beholder and those you assign to complete a task may visualize the final product differently than you.  If the result meets the criteria established up front and benefits the organization, congratulate the team and celebrate their success.  The sense of validation and accomplishment that team members feel when projects come to completion are more important than the project perfectly matching your vision.

Resist checking-in.  Rather than demanding constant updates, arrange to check in at milestones or pre-arranged time intervals.  Agree on goals in advance of the project, provide necessary resources then allow workers time and space to solve problems.

Require cc on only certain types of email. Take time to review the messages in which you have been included.   Determine the type of information that you really need and that which is extraneous.  Reduce your involvement further by requesting that your team NOT include you in every email exchange.

Designate a point person.  Give total control of a project to a top performer and stand back.  If releasing control makes you uneasy, start with a project that is easily within the capability of the point person.  Based on your history as a micromanager, the person may be skeptical and you must give him/her a reason to believe that this is not a gimmick and, in fact, it is their project to complete.

Don’t get bogged down with the small stuff.  As the leader your most important duties are defining goals, providing resources and motivating team members to accomplish tasks.  Don’t get mired in the nitty gritty. If the project is staying on the timeline and progressing toward the goal as anticipated, keep your fingers out of the pot.

Micromanaging seldom works and is often associated with toxic work environments in which both morale and productivity suffer.  Instead of tightening the screws on your team, empower them.  Support your organization, improve relationships, build trust and elevate your position as a leader by loosening your grip on the reins and allowing your team to demonstrate its worth.

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.

Receive in Kind

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on twitter

 

“No kind action ever stops with itself. One kind action leads to another…A single act of kindness throws out roots in all directions, and the roots spring up and make new trees.”

~ Amelia Earhart

Kindness can change the entire culture of your workplace.  The essential elements of a preferred workplace, including civility, mutual respect, and collaboration, are interwoven with the thread of kindness. The same level of thoughtfulness in the delivery of care to patients increases patient satisfaction. Kindness is contagious in the interactions of cohesive workgroups and can be the difference between staff retention and resignation.   Take your team to the next level by doing catching acts of kindness that will quickly spread throughout your workplace and increase the effectiveness of your group.

Acts of Kindness.  I recently worked in a busy suite of operating rooms where anesthesia providers pushed patients on carts or hospital beds from the pre-op area to the OR and then again from the OR to the recovery area.  Many carts had defective steering devices and hospital beds were always heavy.   Staff would make room for the struggling patient pusher to pass, then stand back and watch. Two newly hired people who noticed the difficulty of transporting patients, started helping direct carts around corners and through doors and within two weeks several others joined the practice.  Within two months, with the simple act of assisting instead of watching, the culture of the entire work area changed.  Not only did people continue to help one another transport patients, they started aiding in other areas as well.

Several Jewish CRNA friends in the mid-Atlantic region always volunteer for call on Christmas and Easter to enable their Christian colleagues the opportunity to be with family.

A nurse manager in the Midwest always greets patients and their families in the hallway and provides directions when needed.  Despite being confined to a wheelchair secondary to an auto accident, she holds the door for people of all ages and gender, not just seniors…and does it with a smile.

My CRNA friend Sal and his wife Carol travel to Honduras to work as anesthesia provider and nurse one week every year.  Augustine is a CRNA and friend who solicits other CRNAs to join him on mission trips.

James, a Chief CRNA in the Midwest, takes his office manager and one staff CRNA to lunch quarterly to reward each for their work, and to build a bond between the office staff and the frontline providers.

Michelle arrives early each morning, sets up her room and then goes room to room asking her colleagues if they need help.

Another chief CRNA, who began this practice long before the advent of Facebook, emails a personal Happy Birthday well-wish to each of his staff, and copies the group.

Kindness is contagious.  An article in the highly respected APA peer reviewed journal, Emotion, describes a study done in a workplace where employees were placed in 1 of 3 groups.  Those in the first group were assigned to perform designated acts of kindness for specific people in group 2.  The third group acted as the control group for the study, neither offering nor receiving acts of kindness.  The study revealed that those on the receiving end in group 2 were more likely to react by offering kindness to others.  In the spirit of pay it forward, the thoughtfulness of a few spread rapidly and changed the culture of the work environment.

Kindness elevates patient satisfaction.  Kindness affects the overall experience of our patients and their families as reported by www.winnipegfreepress.com with feedback from a Canadian patient by the name of Z. Soloman.  Ms. Soloman’s experience is exactly the one all healthcare wish to provide.  “Kudos to Victoria General Hospital for recruiting and retaining staff who treat patients with (such) respect and kindness.  I rate my stay as 10 out of 10.”  Ms. Soloman’s experience elevated her satisfaction and raised the hospital’s scores.

Give gladly and receive in kind!  You can be a catalyst in changing your healthcare workplace to a culture defined by kindness just by being more attentive to the needs of others. Pay it forward by offering assistance when appropriate, or challenge yourself to perform several unsolicited kindnesses daily and watch the culture change.  It starts with you.

“The greatest work that kindness does to others is that it makes them kind themselves.”   ~ Amelia Earhart

 

Special thanks to my wife and editor, Liz Sanner Davis for contributing to this article.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Join Tom and a group of leaders for the values-based leadership webinar.  Click here for information.

Ear of Empathy

Ear of Empathy

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on Twitter

 

 

Empathy depends not only on one’s ability to identify someone else’s emotions but also on one’s capacity to put oneself in the other person’s place and to experience an appropriate emotional response. 

~Charles G. Morris

 

Empathetic earFrom day one, Nursing School students are taught the importance of empathy when helping patients and their families through stressful, and sometimes life ending, events. There are countless stories describing the dedicated work of Florence Nightingale and Mother Teresa who alleviated so much suffering for those in need.   Neophyte nurses are encouraged to connect with, understand and share the emotional experiences of their patients in order to foster a sense of trust.  Full of good intentions and a sincere desire to become pillars of support, new students are thrown into the hectic and demanding world of patient care where completing a task is frequently more important than providing emotional support, thus losing an opportunity for empathy.  Lost opportunities for empathy due to the high demands of healthcare and affects relationships in other areas of business and industry as well.

 

In the modern workplace, leaders with deep understanding are as important in developing effective teams as compassionate nurses are in supporting troubled patients.   Writing in the DDIWorld blog, Author Stephanie Neal identifies empathy as a top 10 topic for effective leadership.   A companion article states, “Overwhelmingly, empathy tops the list as the most crucial driver of overall performance.”   Clearly, grassroots understanding is a valuable skill that is essential for high performing teams and deserves the attention of anyone committed to developing a team in which performance is high, and workers are valued.

 

What Empathy is

The Oxford Living Dictionary defines empathy as “The ability to understand and share the feelings of another.”   This unique capacity to understand goes beyond listening and requires using your past experiences to comprehend what the other person is feeling and to respond in a manner that shows you care.

Whether you work in a busy healthcare setting or in some other business environment, every person you encounter brings a separate set of experiences, emotions and concerns to the workplace.   You may not be able to solve another person’s problem, but when they perceive that you understand and care about their wellbeing, they are better able to relax, lower their defenses and have a more productive day.

 

What empathy is not

Empathy is not sympathy.   When being sympathetic, one person shows pity or sorrow for the misfortune that another has experienced.  The person offering sympathy may have a sincere desire to comfort the other person; however, with sympathy the focus is on the misfortune rather than sharing the emotion that your colleague or friend is feeling.

For example, several months ago while teaching leadership skills to a group of managers, I moderated a practice session in which one person was assigned to ‘listen empathetically’ to a person who described a problem that she was experiencing with her team.  Person A described the problem and the negative effect it had on her team.  Person B replied, “I know exactly how you feel, this is what happened to me,” and went on to tell of his woes.  To which person A replied, “Yes, but you didn’t have … going on.” The discussion quickly digressed into a competition where each unknowingly sought to be the victim who had suffered more.  Because Person B focused on his own external events while ignoring Person A’s internal needs, both people quickly became combative and alienated.

 

Connect using empathy

Powerful leaders recognize the negative effect of emotional baggage which burdens a worker and blocks his ability to function at the highest level.  Connecting in an empathetic manner offloads some of the inner stress and lets the worker know that someone cares about their concerns.  Here are some tips for using empathy to deal with a stressful situation.  Each tip builds on the previous one and when applied consistently, will have lasting results.

  • Have a physical presence. Interacting with members of your team on a personal level requires that everybody knows you and that you know them.  Policies, procedures and planning are all important; however, they are not an excuse to stay in your office.   Having daily, friendly conversation with team members builds a foundation of trust that will serve as a platform for finding solutions to personal problems.  Developing trust with the team member means they feel comfortable sharing with you, knowing you will listen, understand and maybe shore them up when needed. Plan several daily walk-arounds in your workplace to become acquainted with every person and remain connected to the team.
  • Recognize stress in others. Knowing each team member individually places you in a position to sense when something is wrong and that if you perceive a person doesn’t seem to be him/herself, you are probably right.  A solid inter-connection tells you that an issue is hiding below the surface.   Trust your senses and don’t ignore the change that you have detected.
  • Listen to understand. If you intuit a problem, find a private place and have a conversation that encourages the distressed person to talk about their problems/concerns.  While listening to the words, try to expose the emotions that are driving the person’s concern.   Between the lines you may hear them shouting, “I am afraid, I feel inadequate, I feel threatened, I feel invalidated,” or some others spoken response.
  • Label and name the emotion. Once you have listened to the details of the person’s concern and sensed the underlying emotion, put a name on it.  Call it what it is, perhaps fear, insecurity, disrespect, frustration, anxiety, anger.
  • State the emotion. Stating the emotion that you detect sends the message that you understand what the other person feels.  Re-state the basic details of what the person said and if your understanding of the problem is confirmed, continue by naming the underlying emotion that you observe.  Here are some examples:
    • “I sense that you do not feel respected.”
    • “I sense that you feel alone on this project.”
    • “I sense that you are concerned about your patient’s safety.”
    • “I sense that you are fear harming your patient.”
    • “I sense that setting boundaries makes you uncomfortable.”

 

Connect the dots

You have listened to gain depth of understanding and you have restated the issue and agreed on a label for the emotion that the individual is experiencing. Now you can thoughtfully suggest some solutions to ease the individual’s distress.

Responsiveness is a crucial leadership skill that improves employee engagement and productivity.  You may be a natural or you may have to learn to be a truly concerned listener, one who understands emotions and cares about people on a personal level.  As a leader you can engage with an empathetic ear to build relationships, improve morale and increase productivity – a triple win for you, your team and your organization.

 

When you show deep empathy toward others, their defensive energy goes down, and positive energy replaces it. That’s when you can get more creative in solving problems.

~Stephen Covey

 

 

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Mark your calendar and Join Tom and a group of leaders for the next values-based leadership webinar in July 2018.  Click here for information.

Keep Your Drive Alive

Keep Your Drive Alive

 

By Thomas Davis, CRNA, MAE, Lt. Col (ret)

Follow @procrnatom on Twitter

motivation trainWhether you’re doing a google search for effective leadership, reading a leadership book or attending a motivational presentation, you will learn that both leadership and teamwork take effort.  Successful leaders are driven from within, exuding optimism and high energy like the little engine that could.  However, the process of being energetic while motivating others can be draining and can wear down the inner spirit of the leader.  Here are some thoughts on maintaining your self-motivation and a few simple tips for stoking your inner engine.

Know your internal motivators

The specific motivators that flip your “on” button and get you going vary from person to person; however, the following are known to be intrinsic motivators for high achievement in both your professional and personal lives.

  • The feeling of self-satisfaction Leaving your job at the end of the day and knowing that your work was high-quality gives you a sense of accomplishment that makes you want to come back tomorrow for another dynamic day.  The upbeat feeling can be carried home to continue as you make a difference in the lives of those who are significant to you.
  • The pursuit of knowledge According to the Gallup engagement survey, opportunity for improving your knowledge and your skills is a motivator and contributes to making one workplace better than another.   Don’t wait for your employer to offer a professional development plan, rather, take it upon yourself to identify an area of interest, develop a personal plan and learn new skills.
  • The challenge of solving a problem  The release of inner creativity provides powerful incentive for self-motivation. Being dared to streamline a process or solve a problem is energizing and makes you want to take on larger challenges.
  • The feeling of self-worth  Knowing that you make a difference, or the difference, to a patient, co-worker, or organization is a strong self-stimulant.  It creates connectivity and inspires the desire to return tomorrow for another opportunity to serve others.

Seek external rewards

Along with intrinsic motivators, extrinsic factors bolster optimism and fuel you with the energy to continue your commitment to the job.

  • Tangible rewards Working at an elevated level of achievement may uplift self-worth however is does not pay the bills.  Tangible rewards in the form of pay and benefits are strong motivators for showing up and doing a respectable job.  Extra rewards in the form of a prize or bonus motivate good workers to give even more effort to the job.
  • Public recognition/praise In addition to winning a prize, being held up as an example of excellence in a public forum is a strong motivator.  Whether in a team meeting or on the company billboard, being cited as a positive example is motivating.
  • Promotion Being selected to move up in the organization and take on additional responsibility creates an inner desire to give more and show that you deserve the trust that has been placed in you.

Simple Tangible Tips

Built on known internal and external stimuli, these tangible tips will motivate you to feed the fires within, without burning out.

  • Release feel-good hormones. Writing in The upward spiral, neuroscientists and authors Alex Korb and Daniel Siegel document that gratitude and optimism make you feel good because they cause the release of dopamine and serotonin in the brain.   Both hormones elevate your mood and create a sense of well-being which ties into a more positive attitude.  Set aside 10 minutes for daily reflection, preferably at the same time every day.  For some it will be at the beginning of the day and for others it will be at bedtime.  In the first 5 minutes, recall people and things for which you are grateful.  In the second 5 minutes, think of upcoming events or opportunities that create a sense of optimism within you.  Those two activities will stimulate the release of dopamine and serotonin which, according to Korb and Siegel, will make you feel and sleep better.
  • Complete a task. Building success on success is motivating and creates the feeling that you can handle even bigger tasks.   If you don’t know where to start, pick something simple that can be done easily.  Something as modest as committing to take out the trash is a tangible activity and may even motivate you to do something else when you return.
  • Make a healthy choice every day. Recognize your self-worth by doing something healthy for your mind or body every day.   Making a plan and enjoying an activity that promotes nutrition, sleep, exercise or meditation today restores the energy level needed to have a productive day tomorrow.
  • Close the day with positive thoughts. End your day by identifying something that you are looking forward to tomorrow and give yourself a reason to get out of bed bright-eyed and bushy-tailed.  If you combine optimistic thoughts with gratitude and thanks, you will experience the bonus benefit of the release of your brain’s happy hormones as you drift off to sleep.

You may be a team leader, or you may be a productive team member, regardless, it can be difficult to maintain your inner motivation constantly.   Pace yourself in your work and become aware of the intrinsic and extrinsic activities that encourage your intent to remain highly productive.  Use the tangible tips in this article to pour fuel on your inner fire and, like the little engine that could, never stop until you reach your goal.

Special thanks to my wife and editor, Liz Sanner Davis.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Join Tom and a group of leaders for the values-based leadership webinar.  Click here for information.