AANA leadership – ProCRNA

Leadership; It’s more than a title

By Thomas Davis, DNAP, MAE, CRNA

Leaders: we love them, we hate them and then we become them

In the workplace and in our personal life, the concept of leader and leadership are often intertwined and misunderstood. Let’s start this article by explaining the difference between the role of a leader and the behaviors that are associated with effective leadership.

Leader

A leader is a designated individual who has been given the responsibility to organize, guide, and manage a group of individuals. Commonly, the leader is a person who has been handed a title and job description that outlines the expectations of the role. Some of the common descriptions of a leader include:

Being the selected person in charge of a team or group.
Maintaining the status quo while achieving objectives outlined by the organization.
Delegating tasks, supervising work, and ensuring that resources are available.
Rigidly enforcing policies and procedures outlined by the organization.
Motivating team members to achieve production goals

Leadership

In contrast to being a person who carries the title of the leader, leadership is a concept or process that involves influencing and motivating a team/organization to achieve goals. Leadership goes beyond day-to-day management and involves having a vision and the tenacity to move the organization forward while developing the individual talents of each team member. Ideally, the person designated as the leader goes further than managing a team and exhibits leadership behavior. Robert Smith Leadership identifies specific behaviors that are tied to effective leadership.

Coach and mentor. Be a content expert and freely share your knowledge with team members.
Facilitator. Ensure that the team has the required resources to accomplish the task.
Communicator. Use emotional intelligence to deliver the message clearly and hone listening skills while being receptive to honest feedback.
Conflict resolver. Listen attentively and use emotional intelligence to reframe the facts so that each side sees the conflict differently.
Innovator. Constantly seek ways to improve the workflow.
Decision-maker. Ensure that your authority is sufficient to enable you to be decisive with your responsibilities. Align decisions with the mission, vision, and values of the organization.
Motivator. Clearly define the goal, motivate the team and show resilience when setbacks occur.
Delegator. Enhance professional development by delegating duties where appropriate.
Performance manager. Use data-driven evidence to establish benchmarks and timelines which keep the team on track to achieve the goal.

Moving from leader to leadership

Designated leaders are often given their position as a reward for past performance and loyalty to the organization. Often, the “go to” worker is bestowed the title as the boss with the expectation that they continue to effectively guide the workgroup and develop leadership traits. Writing for Forbes, author Mark Murphy notes that it is difficult to transition from having a title to demonstrating leadership behavior because it requires transitioning from task-oriented work to empowering and motivating others. He identifies the following as challenges that must be overcome when assuming a leadership role.

Trust others. Designated leaders feel personally responsible for the outcome and tend to micro-manage to ensure the desired results. Leadership is about surrounding yourself with competent people, trusting their capability, and relinquishing control.
Develop your leadership skills. Communication, emotional intelligence and conflict resolution are all essential leadership skills and must be learned.
Delegate duties and authority. Those in leadership set goals, provide resources, and motivate competent people to get the job done. Leadership must ensure that workers have the authority to complete assigned tasks. Micromanagement kills creativity must be avoided.
Professional development of others. An essential component of long-term success for the organization is the continued professional development of every member of the group. Effective leadership ensures that every employee can hone existing skills while expanding their role in the organization. In so doing, both productivity and retention are increased.

Being a designated leader with a title is all about you and how well tasks are completed. Exhibiting leadership behavior is about the team and the success of the organization. The most effective people in leadership positions have a vision, hire the right people, provide resources, ensure professional development, and trust team members to use their creativity to achieve the goal. The challenge for those designated as the leader is to increase your value to the team and the organization by developing the leadership behaviors described above.

Tom is an experienced leader, educator, author, and requested speaker. Click here for a video introduction to Tom’s talk topics.

Dr Angela Mund, DNP, CRNA; A leader leading leaders

By Thomas Davis, DNAP, MAE, CRNA

The leader is often a dynamic person who guides a frontline team to the completion of a task or goal. In the traditional scenario, the boss is in a position of authority over the workers, and both know their position on the chain of command. Breaking the traditional hierarchy of leadership, in 1992 coach Chuck Daly found himself with a unique challenge as the coach of the first US Olympic men’s basketball dream team. Without doubt, every player on the team was a super star in his own right, now it was the job of the coach to unite the individual leaders into a cohesive team.

In the workplace, as frontline leader climbs the chain of command, they may find themselves in a position where, like Coach Daly, they are leading a team of leaders. Although basic leadership principles form the foundation for working with the team, modifications in leadership style are required when leading a group of leaders.

Writing in the Ivey Business journal, author Jeswald Salacuse notes that leadership is hard work and can be even more challenging when directing a group of leaders. Jeswald notes that success arises from building a trusting relationship with everyone on the team. Frequent, one on one interaction while keeping an open mind and using transparent communication is essential for success at all levels of leadership and especially important when leading leaders.

An online article by Ken Jacobs offers tips for leading leaders and agrees with other authors that it is important to develop a personal relationship with each member of the team and then learn the strengths that each person brings to the group. A heavy-handed, micromanaging approach must be avoided when leading leaders, rather, the best results are obtained by ensuring that opinions of each person are both welcomed and used to strengthen the decisions of the group. It is the role of the designated leader to set goals and then empower the others to discover creative solutions and attain the goal. Believing in the talents of others and resisting the temptation to interfere is essential when leading groups of leaders.

Angela Mund DNP, CRNA, is president elect of the AANA will begin her year as president in August of 2022. Despite her decades of experience as an anesthetist, educator, and leader, she will face new challenges leading a “dream team” board of directors who are each recognized leaders and independently elected to the board. Her success as the president of the organization will require a leadership style based on trust, collaboration, and recognition of the talents that everyone brings to the group.

I recently had the privilege of recording a podcast with Dr. Mund and discussed the challenges that she will face in the upcoming year. In our dialogue, she noted the importance of the leader going to the front and showing way rather than directing from behind. Intending to base her interactions with the board on an inclusive leadership style, Dr. Munds said that she always enters a meeting with the willingness to be influenced and listens carefully to the points made by others. In her year as president elect, Angela has had the opportunity to learn the personalities of others who will serve on the board of directors and welcomes the unique perspective that each brings to the table. She noted that encouraging individual opinions and playing to the strengths of each person will be components of her approach to working with the board of directors.

Click here and listen to Dr. Mund’s podcast

Leadership is a full-time job that is dynamic, especially when you are leading a team of leaders. Coach Daly did not have to teach NBA all-stars how to play basketball, rather, he was tasked with bringing them together as a cohesive team. Likewise, Dr. Mund is tasked with uniting a team of proven leaders and creating a group committed to the common good of the organization. Using emotional intelligence, listening skills, ongoing learning, and encouraging individual creativity, Dr. Mund will position the board of directors to follow the path of the dream team and bring home the gold for AANA.

Enjoy Dr. Mund on the prosynex frontline leader podcast

Tom is an experienced leader, educator, author, and requested speaker. Click here for a video introduction to Tom’s talk topics.

Goal for the Gold

By Thomas Davis, DNAP, MAE, CRNA

Follow @procrnatom on twitter

The Boys in the Boat by Daniel James Brown (pub. 2013) is a true story of nine, rugged college age boys who united as a formidable rowing team during The Great Depression and became destined for glory. From earning a spot on the team, to winning the collegiate championship to bringing home the gold from the 1936 Olympic games, this non-fiction best seller, released in June, 2013, continues to keep readers on the edge through the final stroke. Simultaneously, heart-rending and poignant, heart-pumping and uplifting, this book is packed with valuable lessons for leaders and life, and proves that striking gold is more than a stroke of luck. Put “The Boys In The Boat” on your must-read leadership list and look for the following lessons as you enjoy the journey to Berlin.

Select the right people

(STORY) Refusing to succumb to the distraction of The Great Depression, University of Washington Coach Ulbrickson, maintained his ‘vision with a plan’ for winning a national rowing championship, a plan that started with selecting the right people. From the pool of able-bodied young men who hoped that rowing would provide a scholarship to help pay for their educations, the coach carefully selected a crew that had physical size, cardiovascular stamina and mental grit. Throughout the trial period, the coach had a keen eye out for those with a focus on teamwork.

(LESSON) Likewise, in the modern workplace, selecting the right team is the first step toward success. Along with having the proper credentials, each new hire must have a solid, proven work ethic with a focus on teamwork. To go beyond learning about the person’s clinical skills, talk personally to the applicant’s references; ask questions that validate a work history of collaborative teamwork. During the interview, clearly share your vision with the applicant so you can determine whether he/she is in alignment with your goals. It’s always preferable to fill the empty seat on the boat with someone who rows in sync.

Establish a goal

(STORY) Coach Ulbrickson was not shy about sharing his determination to form the right team, substituting or eliminating rowers, then training them to work as one to win the national championship. Everything he did in his personal and professional life supported this goal and drove his thoughts and activities 24/7. He had neither time nor patience for distractions.

(LESSON) The best leaders and most productive teams have a committed goal. Sometimes it’s specific to the workgroup and other times it’s an organizational goal. For example, a healthcare team was having trouble hiring and retaining qualified people until the leader set a team goal ‘to be the employer of choice for nurses in that region.’ She gathered her team and they defined what a preferred workplace would look like; then the team committed to building such a place. The culture changed, within 18 months there were more applicants than openings, and the leader’s vision was fulfilled. Having, sharing and working for a goal can turn your team around as it gives them something to look forward to achieving. Taking a line from the song happy talk, “If you don’t have a dream, how ya gonna make your dream come true?”

Train incrementally with a purpose

(STORY) The varsity crew members were not selected so they could sit in a gondola with a girlfriend; they were each placed on a coveted seat labeled “perform or lose your position.” The coach established a purpose for every workout and made certain the proper equipment was available. In return, each person was expected to be all-in every day working in common. As they trained together, the team became inter-dependent and trusted that each man in the boat was giving 100% every day.

(LESSON) The best leaders are coaches who set high expectations, provide the resources and insist on trained teamwork. They educate the team to align with the stated mission, vision and values and instill a confidence in the group that they can use collectively to handle day-to-day adversity. Those who lead and those who work in preferred workplaces have coveted jobs that come with expectations that must be met on a daily basis. Purposeful training provides the team and team leader with two-way protection.

Embrace adversity

(STORY) Neither the coach nor the aspiring oarsmen could have predicted the depression of the 1930s, nor its depth and duration. Neither could the team foresee the unfair treatment that it would receive from the home team Germans after earning a spot in the 1936 Olympic championship race. Hitler’s control of the Berlin Olympics enabled race organizers to place the American boys in the least favorable lane, created issues and events totally beyond UW’s control and could have justified abandoning the vision altogether; however, this remarkable team took adversity in stride, did everything they could with what they had, and discovered that overcoming layers of obstacles made them even stronger.

(LESSON) The modern workplace is a hectic place and the fight for resources today can feel as challenging as finding a hot meal in the 1930s. But, those who stay focused will survive the hard times and come out stronger, more determined to achieve success. While always ensuring that goals are known and people are trained to do their jobs, great leaders empower the team to create viable solutions for overcoming obstacles. Each problem you solve together positions your team to handle the next challenge.

Build and leverage trust

(STORY) In the book, the coach built trust through physical conditioning of the oarsmen and teaching strategy to the coxswain or navigator. The team started each race with a general plan delivered by the coach, but it was up to the navigator to read the field and make appropriate adjustments. The coach trusted the judgement of the coxswain as did the muscle movers powering the oars.

(LESSON) The same philosophy applies in the workplace when the leader develops trusted relationships with the team, then steps back and allows the team to read the field, apply principles and make independent decisions. Avoiding micromanaging and encouraging creative thinking shows that you trust your team. A sure-fire way to ensure that your team performs at a high level when you’re away is to give them the latitude to make decisions while you’re there.

And there you have it. A captivating real-life story about a group of determined young athletes who conquered adversity, earned victory, and left lessons in their wake that remain meaningful over eighty years later. High quality work teams share the principles that brought victory to the University of Washington varsity rowing team in 1936. Today, either through intent or serendipity, leaders are selective in the talent they recruit, the goals they set and the latitude they give to those whom they trust. And teammates are looking for preferred workplaces managed by talented leadership. Get on the varsity team then grab an oar and hop on board with a goal for the gold.

Tom is a noted author, requested speaker, committed leadership developer and superb clinical anesthetist. Contact tom@prosynex.com to book a speaking engagement.

Plan for success

By Thomas Davis, CRNA, MAE, DNAP candidate

Follow @procrnatom on twitter for leadership motivation.

“Without continual growth and progress, words such as improvement, achievement and success would have no meaning.”

~Benjamin Franklin

Keeping the workplace relevant involves updating goals, re-defining the workflow to provide better service to clients and staying ahead of competitors. Establishing new team goals that leverage new technology while reflecting social change, positions the organization to remain relevant in the foreseeable future. A positive spinoff of new team goals is the energy and enthusiasm that is injected into the team as the status quo is shaken when the group challenged with a new task. The time and effort spent assessing current priorities, anticipating future trends and establishing new goals will revitalize the team and paint them as the face of leadership in the organization.

Start with a comprehensive assessment. Review the team goals that were established a year ago and note which were achieved, discarded or ongoing. Goals that have been achieved deserve a high five and can be crossed off the list. Items that slipped off the radar screen and were not achieved deserve to be re-assessed. If they are no longer relevant, cross them off the list, however, if it’s a should do that lost momentum, move it back to the active list and create a plan to ensure completion. Ongoing goals merit a progress report and tweaking of the plan to ensure that the goal is achieved.

Develop a written list. Following your assessments, develop new goals for the upcoming year and put them in writing. A written list will organize your thoughts and give you something concrete to publish for others to review. Include all pertinent goals that remain from the prior year along with the modifications needed for successful achievement of the objective. Next, anticipate the new priorities needed to align your team with the greater goal of the organization and add them to your forecast. Following completion, prioritize and notate the items on your written list.

Clarify your goals. Teams suffer when a leader’s vision for the future is vague; people are most productive when they know exactly what is being requested of them, the resources that are available and the timeline for completion. Goals should be written in language that is specific, measurable and attainable and each should include a timeline with milestones to mark the team’s progress. Once the list has been presented to the team, each person should know exactly what is expected and their role in the plan.

A bonus for establishing and clarifying goals is the opportunity for mentoring. During the progression of self-reflection, the review of old goals and establishing new ones, invite one or two of the up-and-comers on your team to participate in the activity. Mentees benefit from being included in the discussion and learning the process of uniting a team with the greater goals of the organization. In addition, you will benefit from the insight provided by subordinates who view the workplace from the grassroots level.

After the goals have been established and clarified, organize a team meeting to present the new agenda positively, proactively and energetically. As described in Leader Reader 1, Authentic Lessons in Leadership, your leadership attitude during the roll-out sets the tone for the group and your enthusiasm creates an expectation for success. At the meeting, establish the importance for change, outline an overview of the plan, establish a timeline and identify key people to take charge of specific projects. A congenial team meeting that has been well-planned creates an atmosphere of shared responsibility wherein each person wants to contribute to the team’s success.

“Always plan ahead. It wasn’t raining when Noah built the ark.”

~ Richard Cushing, Catholic priest

Staying ahead of the times in the workplace can be challenging so take advantage of the changes that occur naturally with the passage of time. View social change as an invitation to renew and re-focus the priorities of your team. Like cleaning the closet and discarding old items to make room for the new, make an honest assessment of workplace priorities and remove the goals that have been completed or that no longer apply. Then boldly, confidently, and proudly introduce your team to the new priorities for the year. Your efforts will be rewarded as your team takes the lead and works with renewed energy to ensure that your clients and patients receive superlative service.

“Every minute you spend in planning saves 10 minutes in execution; this gives you a 1,000 percent return on energy!”

~Brian Tracy, author and motivational speaker

Tom is a noted author, speaker and team building coach.

Leader Reader 1, Authentic lessons in leadership is a practical guide that is loaded with tips for enhancing your leadership skills.

Better habits through science

By Thomas Davis, CRNA, MAE, DNAP candidate

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Men’s natures are alike; it is their habits that separate them.

~ Confucius

Resolutions are intentions related to the changes that we desire in our personal lives and are often based on notions and emotions. Being “a better person” is a nebulous term that means different things to different people. Habits, by contrast, are observable behaviors that define us as individuals. The transition to each new year encourages people to make resolutions; however, the reality is that good intentions come up empty when theoretical concepts about the person you want to be do not change the behavior of the person you are. Resolutions seldom work because they are simply ideas, and ideas do not change behavior. It is actual behavior in the form of habits that define us as individuals.

The key to personal change is in transforming the abstract concept of a better you into observable, habitual behavior that will define you in the future.

The fields of neuro science and behavior science merge when addressing the issue of changing behavior. Scientists affirm that when behavior is repeated, neural pathways (grooves) develop in the brain, and when new behavior is repeated frequently, it becomes a habit. Christine Comaford, a behavior scientist who specializes in coaching CEOs to be more effective, states in Forbes.com, “First it’s key to know that neurons that fire together, wire together. This means to learn something new, to set a new habit in place, repetition is required. When you practice something deeply, intentionally, and with some element of struggle, a neural pathway is formed. Neurons are now firing together in a new sequence, and thus are wiring together as a collective.” This statement is great news for those who are willing to learn by repetition because the behavioral patterns we repeat most frequently are etched into our neural pathways. Neuro science presented in Psychology Today affirms that through repetition, it’s possible to form and maintain new habits.

Applying the wisdom of the neuroscience community allows you to convert the abstract concept of a New Year’s resolution into observable new behavioral habit. Show your commitment to changing your behavior by signing a personal contract to follow three rules for 30 days.

Bring the desired change to mind and repeat the new behavior at least 5 times per day, every day, without exception. You may not be able to go to the gym 5 times per day but you can bring fitness to mind and take time to stretch. The change you desire must be etched in your brain at least 5 times per day.
Prioritize the repeated behavior, especially if it’s difficult or inconvenient. Let nothing deter your effort.
Repeat the new behavior with intensity, constantly visualizing yourself as successfully practicing the desired behavior.

Rather than seeking a total overhaul of yourself, select one behavior and use a 30-Day Challenge to make meaningful change. Every time you duplicate the new behavior, the neural pathway becomes stronger and over time the new behavior will become your default action. When the new behavior becomes a habit, do a self-assessment, then select a second behavior that you want to change and start another 30-DC.

To get started, below is a list of categories and possible resolutions that are crying out to be included in a 30-day challenge. Select one, follow the rules above, faithfully complete the challenge, realize the results and celebrate success. If none of these bullets hits the mark, come up with your own idea and pull the trigger. The goal is to implement the 30-day plan, alter neural pathways and build a new habit.

Personal health
- Exercise 20-60 minutes per day.
- Commit to a healthy, plant-based diet.
- Restrict/eliminate one negative food such as sugar, caffeine or alcohol.
Professional development
- Learn a skill that will enhance your work performance.
- Learn key words in a language spoken by your international clients.
- Write in a journal daily.
- Select a topic and read one pertinent blog article per day.
Time management
- Limit social media to 30 minutes in the morning and 30 minutes in the evening and SET A TIMER.
- Make a daily list of realistic “must do” items and don’t stop doing until they’re done.
- Set a personal boundary, ie turn off electronics at a specific time in the evening and go to bed at a time that ensures a minimum of 7 hours of sleep.
Workspace at work and at home
- Organize and keep everything in its place.
- De-clutter and do not leave the workspace until clutter is cleared
- Set aside one item per day to donate and do it.
- Give away or trash one item daily.
Social interactions
- Speak to at least one stranger daily.
- Once a week, extend an invitation to an acquaintance to meet for coffee with the intent of learning new things about the person
- Send a thank you email or text to at least one person per day.
- Give a sincere compliment to at least one person per day.
Financial
- Stop eating out.
- Log all money that is spent during the month…no exceptions.

We are counting down the days until we count down the final seconds as the ball drops. Rather than experiencing another year with good intentions in January that end up as February failures, try a using a new method for building new habits. Combine the wisdom of the neuro and behavior science communities with your personal tenacity to commit, and follow through and enjoy lasting results that improve your leadership and last a lifetime. Using your new neural grooves, get into a groove that will set the stage for a successful 2019. Happy New Year!

“You can do anything you decide to do. The most difficult thing is the decision to act; the rest is merely tenacity.”

~Amelia Earhart

Tom is a noted author, frequently requested speaker, and leadership consultant

The Voice against Lateral Violence

By Thomas Davis, CRNA, MAE

Follow @procrnatom on twitter

In the nursing community, Lateral Violence (LV) is the term adopted for “bullying.” Consequently, an angel of mercilessness who might otherwise be labeled a bully is officially said to be “inflicting lateral violence.” In medsurg nursing, authors Becher and Visovsky describe lateral violence as “hostile, aggressive and harmful behavior by a nurse or group of nurses toward a coworker or group of nurses via attitudes, actions, words and/or behaviors.” Lateral violence often goes beyond things that are done to another person to include things that are not done or that go unseen.

“Never be mean to someone who can hurt you by doing nothing.”

~Matt Hearnden

Recently, an anonymous post by a nurse anesthetist student on the Facebook CRNAs and SRNAs user group page described the meanness directed at him in his clinical training site because of his status as a learner. The student started the post by humanizing himself as an attentive student committed to mastering the skills and the knowledge to become a CRNA. Then he described his personal history – background, family, hobbies. His post went on to inform readers that his clinical training included accusations of being “lazy, stupid, inept, and disrespectful…” and other demeaning allegations. Clearly, he was on the receiving end of outrageous behavior at a clinical training site in which lateral violence is a toxic staple in the culture. Given the opportunity, the student would likely change training sites tomorrow and not look back, and you can be certain that he will never seek employment there.

In-your-face yelling or a punch in the nose are obvious examples of hostile and aggressive behavior; however, the daily manifestations of LV in the workplace are often subtler and less obvious. Here are some examples of behavior that qualify as LV and, over time, will have a toxic effect on your team.

Overt LV	Covert LV
Name-calling	Sabotage
Intimidation	Unfair work assignments
Blaming	Withholding information
Fault-finding	Withholding credit or praise
Threatening	Exclusion from group activities
Ethnic slurs

There is a cost associated with allowing lateral violence to exist in your workplace. As noted by nurse educators Becher and Visovsky, all levels of persecution damage the self-esteem of workers, reducing productivity and ultimately having a negative impact on the entire profession. The reputation that “nurses eat their young,” didn’t arise from nowhere; LV is a problem that has been associated with the nursing profession right along with other professions for decades. It’s time to stop LV and turn the corner.

Avoidance of conflict fuels the flames of lateral violence in workplaces where bullying is tolerated. Rather than confronting an aggressor and drawing a red line, it is easier to turn a blind eye and hope that you are not his next victim. Writing in the CPI blog, Emily Eilers, author and editor for the Crisis Prevention Institute recommends team training that focuses on changing the workplace culture and establishing zero tolerance for bullying. For training to be effective, the team must openly discuss the problem and develop a code of conduct that defines acceptable behavior. Affirming Eilers emphasis on team training, nurse educator Ericka Sanner-Stiehr, PhD, recommends a 3-step approach to eliminating lateral violence: 1) Add lateral violence awareness to the curriculum of teaching programs; 2) establish and enforce a code of conduct; and, 3) role model the respectful, courteous behavior expected of the team. Your strong leadership combined with commitment to change will position you to transform your workplace culture.

Stopping lateral violence starts with you.

Make it a priority. Whether you are the official leader with the title or the opinion leader to whom others listen, draw the line and vow to end lateral violence in your workplace. Show your commitment to culture change by establishing a policy of zero tolerance for LV and confront each offender immediately. During the interview and hiring process, include a discussion of acceptable behavior.

Discuss bullying at team meetings. An elephant in the room won’t go away until it is acknowledged, and conflict avoidance is akin to feeding the elephant. Dedicate a team meeting to discuss the negative effects of lateral violence and have the team identify areas for improvement. A one-time discussion will not have a lasting effect. Address the topic repeatedly at subsequent meetings and elicit every person’s commitment to changing attitudes and behavior toward one another.

Develop and enforce a code of conduct. Once the team understands the dimensions of lateral violence and has committed to change, use a subsequent meeting to develop a Code of Conduct. Reinforce zero tolerance as your policy for addressing covert or overt behavior that violates the Code.

Simulate triggering scenarios. Help your team find better options for situations that commonly trigger lateral violence. Take time at a team meeting to role play interactions that have generated negative behavior in the past. After completing each scenario, challenge the team to come up with professional and productive ways to more appropriately address the same or similar situation if it arises in the future.

The CRNA candidate who posted on Facebook knew first-hand the devastating effects associated with being a victim. He perceived himself to be powerless, at the mercy of the sharks swimming around him in the waters – not an optimal training ground. If you allow intimidation, oppression, bullragging or any form of persecution in your workplace, you will have team members like the student, living each workday in constant fear of the next attack, and ready to jump ship at the first opportunity. Be the voice that stops lateral violence. Lead the other voices. Then direct the choir.

“knowing what’s right doesn’t mean much unless you do what’s right.”

~Theodore Roosevelt

Tom is a noted author, speaker and mentor. Contact tom@procrna.com for information about the 4-part values-based leadership webinar series.

Emotionally Intelligent Leadership

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

Follow @procrnatom on Twitter

Emotional intelligence is the ability of a person to be aware of and control his/her own emotions, to sense to the emotions of others and to handle interpersonal relationships in a manner that preserves the integrity of both parties. Writing about emotional intelligence in Forbes.com, author Christine Comaford states that emotional intelligence accounts for 58% of your team’s performance regardless of the industry in which you work. Clearly, the most effective leaders control their own emotions while boosting the self-esteem of those they supervise. Conversely, leaders who lack emotional intelligence quickly undermine collaboration and demoralize individuals on the team.

A busy Gastroenterology center commonly schedules 12-18 cases per room per day and assigns patients an arrival time based on starting a new case every 20 minutes; productivity and efficiency are top priorities. Today the outpatient endoscopy center has an irate patient in the waiting area; MaryJane arrived at the designated time and has been waiting 2 hours for her procedure to begin. She demands to talk with George, the clinic manager and doesn’t hold back when unloading her anger about the excessive waiting time. When the scheduled cases are completed, the stressed clinic manager assembles his workers to pass on the patient complaint and puts the blame on them for the delay stating, “If you were competent and knew your job, this would never happen.” He went on to threaten the team with disciplinary action if things did not improve. Having no control over the speed at which the physicians can complete a case, the chastised team members felt demoralized.

Leaders who lack emotional intelligence may alienate either an entire team or selected individuals through thoughtless comments. In a similar event at the same center, a technician set up for the next scheduled case, however the patient brought into the room was out of sequence and was scheduled for a procedure that required special equipment. The doctor entered the room at the same time as the patient, found the wrong equipment in place and became irate demanding that the technician be replaced by, “someone who knows what he is doing.” The rejected technician left the room feeling completely devastated and defeated.

Your reaction to stress matters and affects the performance of your team. Emotionally intelligent leaders can challenge a team to correct a problem and have the group walk away feeling empowered and committed to resolving the issue. If the leader lacks emotional intelligence, teams feel demoralized and defeated when faced with similar challenges. Here are some tips for infusing emotional intelligence into your leadership style:

Tune into yourself

As the gatekeeper of your emotions, be aware of the moment the gate starts to open and react quickly. If something is not quite right and causes a little twinge of anxiety, trust that something is driving your gut feeling and don’t dismiss the emotion that you perceive.

What to do: Take a moment to identify your sentiment and put a label on it; “I’m feeling nervous,” “I’m feeling defensive,” “I’m sensing that I’m being unfairly blamed,” or “my GERD is acting up.” Putting a label on what you feel requires you to shift from an emotional response to one that is intellectual and diminishes the likelihood of a knee-jerk reaction that will add fuel to a smoldering fire.

Slow your reaction

The emotional area of the brain, called the amygdala, kicks in when you are stressed and triggers a fight, flight or freeze reaction. Unfortunately, when the emotional brain takes charge, the thinking brain shuts down and you may respond in ways that you later regret.

What to do: Take control by pausing when you first perceive that your emotions are being challenged; take a deep breath, count to ten and ask yourself, “What is my desired outcome?” or “What do I want?” Continue the intellectual activity by clarifying facts asking questions to gain insight into the other person’s point of view. This process quickly quiets your emotions by stimulating problem solving areas of your brain and saves you the embarrassment of saying or doing something that will require an apology.

Assess and leverage your resources

Leaders of collaborative teams never need to face a problem alone. When challenges emerge, take a moment to assess your resources and utilize those that will help you resolve the problem. Two of your most powerful yet frequently overlooked assets are your team and your positive attitude.

What to do: Approach a stressful situation with confidence and avoid dictating a quick fix or assigning blame until facts are known. Explain your desired outcome to your team and solicit their ideas for resolution. Use your emotional intelligence to be inclusive and harness the creative power of your team rather than shutting them down.

Focus on the desired outcome

Focus on the desired outcome in a positive and proactive manner that looks beyond the immediate problem at hand. A type I solution fixes your immediate problem whereas a type II solution ensures that the problem will not recur for you are anybody else on the team. In the case of the GI center, the goal was more than appeasing today’s irate patient; the type II solution involved realistic scheduling that reflected the reality of the patient flow.

What to do: Create a group-think environment, assume that your team shares your goal and use emotional intelligence to validate and implement their creative ideas. Those who work on the front line have personal knowledge of problems as well as solutions. Tap into your team’s fountain of knowledge

Take control of your emotions and gain a sensitivity for the feelings of those around you. This does not mean that you should ignore problems for fear of hurting feelings; instead, address every problem in a forthright manner that preserves the emotional integrity of the person you are correcting. George could have brought the team together to discuss the patient flow problem, gain a better understanding of causes and create a solution that offered a feasible chance for success. Had he talked to the team, George would have learned that the average time per case was 32 minutes and scheduling a new case every 20 minutes was a receipt for failure. The first step toward staying on the timeline was to develop a realistic schedule that allotted enough time for each case. Rather than working harder or more efficiently, the solution rested in creating a schedule that reflected reality. Similarly, had the doctor in the second example been sensitive to the fact that the technician had set up correctly for the scheduled patient, he would not have launched into a personal attack on a competent worker.

Emotionally intelligent leaders know and control their own feelings while tuning into and uplifting those around them. Elevate the productivity of your team by being sensitive the emotions that drive behavior.

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

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 20^th 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.

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.

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.

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.

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.

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.

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

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.

One Week in January

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

Follow @procrnatom on Twitter

CRNA week is an opportunity for our healthcare employers to showcase the value that our profession brings to the industry. Though we are effective at educating the public through media campaigns and public service projects, CRNA week is the opportunity for Nurse Anesthetists to be recognized and thanked for our services. We welcome the banners and gestures of appreciation that are gifted during CRNA week but they don’t always leave us feeling valued and visible long term. Here are some signs that an employer truly understands and respects an employee and his professional contribution.

The employer says thank you. When you successfully complete a particularly challenging day, or if you’ve brought a project to closure, your boss notices and thanks you for your effort. Ideally, your boss will deliver the thanks in person. A creative leader will find a way to leave a thank you note or token to let you know that he is aware of your effort. Even a thank you email or text lets you know that they noticed.
The employer recognizes you and rewards your effort. Smart leaders give public credit to workers who go beyond what is normally expected. Whether or not the extra effort was required in a challenging case or voluntary in a project, being recognized and rewarded at a meeting or highlighted on social media shows the employer’s pride in your work.
The employer asks for your opinion. CRNAs are on the frontline of patient care and you are the expert on how to do the job. When your employer solicits your opinion before making a decision, she sends a clear message of respect for you, your knowledge and judgment.
The employer affirms you. Public affirmation puts a broader spotlight on the CRNA profession. Marketing the services that the organization offers the public provides an opportunity to tout the talents of all healthcare providers, including nurse anesthetists. The anesthesiology department chair who identifies and recognizes the talent and professionalism of CRNAs on the department website is making a public statement of respect and gratitude.
The employer includes you in the planning. Rolling out new policy (eg, changing workflow, installing new equipment) without consulting the those affected interrupts the workflow and adds chaos to an already stressful occupation. And it naturally leads to sabotage and resistance. However, if the employer values and includes employees as plans are being developed, the leaders validate the workers and up the odds for a smooth rollout of the new plan. Win-win.
The employer is available. Being available with a welcoming attitude whenever we have questions or concerns shows respect for us and for our time. In the hectic workplace, time is an asset and by giving his freely and appropriately, your boss clearly indicates high regard for the individual.
The employer promotes your professional development. Ongoing professional development is basic to employee engagement which translates into a preferred workplace with better customer service. An employer who is truly interested in development of the individual will provide time year ‘round as well as financial support for growth to take place.
The employer respects your personal life. Employers who value you and your contributions know that work/life balance is foundational in sustaining high performance over an extended period. Respectful employers assign you extra work only when it’s necessary or you request it, always ensuring that you are compensated for your effort.

CRNA week is only one week each January but the overall behavior of valuing another person is year ‘round, and it’s a two-way street. While being aware of the employer’s engagement in exemplifying respect and appreciation, implement those values yourselves when you interact with everyone at work, giving as good as you expect to get. Doing your job as an anesthesia provider throughout the year in a collaborative environment where each person values the other makes one week in January that much sweeter.

Special thanks to Liz Sanner Davis for editing and collaboration.

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.

Resolution Reality

Resolution Reality

(The art creating change)

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

Follow @procrnatom on Twitter

Santa has completed his aerial delivery, gifts are in use and empty boxes are in the recycle bin. With the new year rapidly approaching, attention quickly shifts from Christmas to football, New Year’s Eve parties, and finally to resolutions for the new year. Ah yes, resolutions…so easy to make and so easy to break. The good intentions put forth as the Rose Bowl is being played are but distant memories by Superbowl Sunday. Resolve to make this the year that you keep your resolutions. Here are 3 tips to get you going and keep you on track.

Work from the positive

Our brains work best and our chances for success are the highest when we make our own decisions are in control. Self-control is empowering and is most easily achieved when it arises from a positive point of view. When making resolutions, visualize the new desired state and the positive benefit that you will experience once your goal is achieved. Use proactive, empowering language with your internal dialogue and think in terms of what you can and will do with available resources. Conversely, avoid a negative approach and thoughts about what you must give up or stop doing. In his book, The Upward Spiral, author Alex Korb discusses the brain chemistry related to establishing new habits. Korb says that electric pathways for the old habits never truly leave the brain but fade when they are not actively used. Replacing old habits by establishing new behavior creates new pathways in the brain and makes the old habits irrelevant. Like learning any new skill, it is necessary to repeat the desired behavior many times to establish it as the new norm.

Work from your personal values

The most effective resolutions are a reflection of your inner character and the things that are most important to you. So before you make them, take time to reflect on the values that guide your decisions. Rather than trying to create a new you, the most effective resolutions are those that put you in alignment with the character traits that you value the most. Instead of thinking, “I need to lose 50 pounds,” tell yourself, “I value my health and, therefore, I will alter my behavior to align with my value.” Instead of thinking, “I need to be less critical,” tell yourself, “I value collaboration so I will align my behavior to create a collaborative environment.” If you are having problems identifying what matters the most to you, click here for a list of personal values and use them as a foundation for making resolutions.

Focus on today’s behavior

New Year’s resolutions tend to be global statements describing the new way of life that you imagine in your future. Your goal may be admirable however, jumping from A to Z can be overwhelming and cause you to abandon ship somewhere between B and D. Keep the final outcome in mind, focus on today and identify behavior that supports the goal. Step outside yourself and view your actions through the eyes of others by asking yourself what they see when they observe you. If your goal is to recover your health, how would others assess the decisions you made today? If your goal is to empower others, what would it look like to those around you?

Putting it all together

Resolutions must reflect your character. They must be well thought out, bringing your behavior into alignment with your ideal self. Resolutions that are made to please others or that do not reflect your values will fade before the January thaw.

Once meaningful resolutions have been developed, make a list of behaviors that will support achieving the goal. State your activities in the positive and align your values with your desired future state. Rather than, “I can’t have sweets,” a better behavior would be, “I choose to eat only things with nutritional value.” Once you have established a list of behaviors to support your goal, commit to 2-3 things on the list and start implementing them today. At the end of each day, take time to reflect on your success, identify areas for improvement and keep notes in a journal. When the new behaviors become habits, select another item from the list and make it a priority, then repeat until all the items are ingrained as new habits.

Here is your self-dialogue for success: My resolution for the new year is ___ and it supports my value of _____. To achieve the desired change, I commit to ___ and ____ for the next 60 days. Friends and family will recognize my commitment to change when they observe me ____.

Whether you are building an ideal self, a desirable workplace or an empowered team, start by identifying values and then aligning behavior in order to achieve success. Choose resolutions thoughtfully and make a commitment to the behavior that will make you successful. By establishing new habits, you will turn your imagined future state into today’s reality.

Tom is an experienced clinical anesthetist, educator, speaker and teambuilding coach. Participate in the next values-based leadership webinar and take your team to the next level. Contact tom@procrna.com for details.