Tag: Nursing leadership

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.

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.

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.

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.

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.

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.

One Week in January

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

Follow @procrnatom on Twitter

 

CRNA weekCRNA 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.

Stop It!

Stop It!

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

Follow @procrnatom on Twitter

 

 

Al Franken to resign… New York times

Moore says it (abuse) didn’t happen…  The Daily News

Matt Lauer…axed   New York Post

 

Over the past few months the headlines in the news have been filled with stories of abuse of power related to sexual harassment in the workplace.  Victims sense that now is the right time and the support structure is finally in place for them to step forward and tell their stories and be believed.  Many high profile perpetrators have been held accountable and the culture of the workplace is starting to change.

Bullying is a less sensational form of harassment that plagues the American workplace and it can have equally devastating effects on workers.  In some cases, the designated leader is the bully with a heavy hand that is used to micromanage, complete with stiff consequences for offenders.  In other cases, the weak leader turns a blind eye while the dominant team member abuses co-workers.  Regardless of who is doing the bullying, a culture where abuse exists is toxic and will ruin the morale and productivity of the entire group.

Every system is perfectly designed to produce the results it gets.

We think of a bully as the tough guy who controls the playground by punching the little guys in the nose.  The same schoolyard abuse in the workplace is more expansive and includes any activity in which one person asserts his/her dominance in a manner that is harmful or demeaning to another person.  With bullying, there is repeated, abusive behavior which usually involves threatening, humiliating or intimidating.   Here are some examples.

  • Spreading rumors, gossip and innuendo
  • Making personal threats
  • Sabotaging work
  • Withholding necessary information
  • Removing responsibility without cause
  • Making pointed jokes about the person or their family
  • Belittling the person’s work or opinion
  • Constantly criticizing
  • Establishing impossible guidelines to ensure failure
  • Tampering with personal property
  • Direct verbal attacks or unverifiable accusations

 

In addition to creating potentially devastating psychological tension, the monetary cost of bullying can be immense.  When bullying is allowed, productivity drops not only by the victim but for other team members who fear being the next victim of the bully.  Now there are multiple victims, many of who will find another employer as soon as they are able, creating a staff shortage which in turn, requires the organization to spend time and money recruiting and training replacements.  Equally costly is keeping an unfortunate victim in place who is not financially able to leave and continues to show up every day like a zombie with little productivity to show at the end of the day.  As a master bully gains power, he/she will form a team of gangstas that taint the reputation of the workplace making it increasingly difficult to attract qualified applicants for the increasing number of openings. Without adequate personnel, per diem and locum employees must be hired at huge expense.  Permitting a pervasively oppressive work culture is downright costly.

 

Behaviors that are repeated will become habits and habits define who we are.

 

The onset of bullying is often insidious and the first negative behaviors may be barely noticeable.    However, aggression builds on aggression and as the bully gets away with demeaning behavior he/she will push the limits of civility until reigned in.   The first and most crucial step for eliminating bullying is for the designated leader to establish a zero tolerance for any and all harassment in your workplace.   Here are some ways to convert your environment into a bully-free zone.

  1. Stop Enabling. Turning a blind eye or rationalizing that the bully is just having a dreadful day ensures that the problem not only continues, but grows.  When bullying is present, do a quick self-assessment and determine ways in which you or others on the team have enabled the situation.  Frequently, enabling takes the form of remaining silent and not getting involved.  You don’t have to be a terminator to stop an intimidator. You just need the courage to address what everyone sees.
  2. Commit to accountability. When bullying is seen or reported, it must be addressed ASAP.    The need to dominate has an emotional component and bullying may be a manifestation of the person’s fear and insecurity.   As soon as possible have a private discussion with the offender and focus on engaging the thinking brain rather than pouring kerosene on the already smoldering emotional brain.  Review the observed/reported behavior with the person and make them think by asking the following questions:
    1. What was your desired outcome?
    2. How did your behavior advance your goal?
    3. How did your behavior affect the team?
    4. How else could you have approached the situation?
    5. How does your behavior support our goal to be a workplace of choice?

The person may acknowledge the behavior and agree to stop it or he/she may deny it.   Either way, he/she knows that you know and that you are expecting specific changes in behavior.

  1. Build civility. Team meetings and retreats are perfect venues for discussing common values and generating enthusiasm for the development of a preferred workplace.   Freely discuss the core values of the organization and guide a discussion that links them to collaborative teamwork.  Openly call it what it is – abuse, intimidation, harassment, bullying – and challenge the team to adhere to zero tolerance for incivility of any sort.

 

As with other forms of abuse of power in the workplace, the time is right to stop bullying your fellow teammate.  Just stop it!  Heighten your awareness, confront offenders quickly and engage your team in building a community of collaboration.   Civility is one key component of a preferred workplace.  Demand civil behavior from yourself, your teammate and your leader because behavior that is repeated becomes a habit and habits define who you are.

 

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.

Step It Up

step it up, Jan 2018

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

Follow @procrnatom on Twitter

 

Regardless of whether you call them resolutions or goals, many people start the new year seeking self-improvement in both their professional and personal lives.  Leaders hope to find ways to do a better job guiding and motivating their team and team members hope for professional development that will earn them respect and recognition for their work.

 

“Hope rarely enters into it. ‘Tis action moves the world.”

From:  The Winter Sea by Susanna Kearsley

 

Whether your official role be leader or team member, here are some ways to convert hope into action.

 

Ask   I recently worked at a clinic where OR personnel wore a color-coded paper hat – blue for staff, red for vendors and pink for students.   A popular anesthesiologist with 30 years of experience who commonly served as clinical coordinator frequently opted to wear a pink student’s hat.   When I asked him why, he replied, “I am a student and learn every day.”  His commitment to self-improvement was contagious, setting the stage for everyone to learn.   When working with him, there were no dumb questions so the entire team was able to benefit from his commitment to sharing knowledge.   As a part of your personal professional development plan, learn from everyone you encounter during the day and freely share your knowledge so that others can learn from you.  You will be amazed at the things they know about their jobs and a free exchange of information enhances collaboration.  Over the years, I have learned things by listening to my anesthesia colleagues, anesthesia techs, OR nurses, and from housekeeping.  Create a pink-hat environment in which all are free to exchange information without the fear of being belittled for asking the wrong question.

 

Listen to understand    In the high stress healthcare environment people don’t want to make mistakes or be blamed for an undesired outcome.   When issues arise, it is easy to default into the it’s-not-my-fault mode and build a wall that stops communication.  Open your mind by assuming the other person has a valid point and then listen carefully to understand his concern.

Tactical Empathy is the ability to share someone else’s feelings while executing a plan to achieve a goal.  In his book Never Split the Difference: Negotiating as if your Life Depended on it, Author Chris Voss uses the term tactical empathy to describe a preferred approach to listening.  According to Voss, listening is more inclusive that just hearing words; tactical empathy includes listening to the emotion behind the words.  After attentively listening, state the emotion that you sense and allow the other person to agree or clarify.  For example, say, “I sense that you value teamwork and have concerns about our team.”  Then be quiet and let the person respond.  It is likely that the person will validate the emotion that you sense and shift their concern/anger from the problem at hand to a discussion of the underlying problem.  If you are wrong with your assessment, the person has your attention and can provide additional information.  Another way to show tactical empathy is saying, “I sense that you have a deep commitment to patient safety and fear that someone will be injured.”   As before, listen to the response and open the door for additional information.  The key is to detect to the emotion that is driving the words, state the emotion, then listen.  You will add depth to your understanding by having the person describe the desired behavior they would expect if things were going well.  When done, you will have a new perspective on the issue and the person will feel as if his/her opinion was valued and understood.

 

Be positive   We are social creatures and our attitudes affect those around us. Develop the habit of approaching issues from a positive point of view.  Instead of reacting to a situation, be proactive and view a problem as something that is temporary and correctable.  Keep the desired outcome in mind, identify resources, and tap into the collective wisdom of your team.  A We Can Do It Together attitude quickly spreads throughout a team and stimulates creative solutions.

 

You’ve already stepped up to the plate by being a leader, now step up your game.  The New Year is here and it’s a great time to convert good intentions and high hopes to tangible action by changing your status quo.  In a recent interview, investment advisor, Tony Robbins, suggested, “Leaders anticipate; losers react.” It’s impossible to know the details of the challenges that will arise in the upcoming year, but one thing is sure, you can’t anticipate all of them, and being a lifetime learner, effective listener and optimistic problem solver will position you for success.

 

Tom is a noted anesthetist, leader, educator and speaker.   Join Tom and a group of frontline healthcare leaders in the Values-based leadership webinar series.

Infuse the Holiday Spirit

Infuse the Holiday Spirit

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

Follow @procrnatom on Twitter for leadership tips

 

holiday postThe Christmas season is a time for family and friends to gather and share the excitement of the season.  With store fronts decorated, neighborhoods lit up at night and jingle bells in the shopping malls, children start squirming with excitement while adults develop a sense of kindness and generosity.  For the savvy leader, the holiday season is a golden opportunity to build the team.  And there’s no better place to start than by building a workplace of choice.

 

Think of your team as your extended family and give them a gift they will enjoy throughout the upcoming year – the workplace of choice.  Make a commitment to create a preferred workplace and start today by leveraging the spirit of the holiday season.   In your ideal workplace, team members will:

  • Feel as if they belong
  • Sense that they make a difference to the organization and the team
  • Have a spirited team spirit
  • Know that their work is recognized and appreciated

 

Exude the mood of the season then commit to carrying the new attitude into the upcoming year.  Team collaboration and production will soar as your workplace gains a reputation for being the best in the organization.   Here are a few ideas to make the season memorable for your team.

 

Make it fun and festive

A team that has worked diligently for a full year since the last holiday season has earned the right to feel good about themselves and their accomplishments.   Break the monotony of business-as-usual and usher in the joyous season by changing the face and the tone of your work area.  Try these ideas to lighten the mood and unite your team.

 

In the break room

  • Encourage team members to post holiday pictures of family and pets.
  • Post a joke of the day and encourage team members to post funny holiday stories.
  • Post a riddle of the day and encourage team members to work together to solve it.
  • Bring treats several times in the week leading up to the holidays.
  • Bring a nerf basketball and small hoop. Have a contest for the most buckets in 1 minute.
  • Set up a new challenge every day such as counting red jelly beans in a jar and provide a prize for the winner.

 

At your team meeting

  • Have a non-business meeting and encourage your team to identify ways to have fun…then follow-up.
  • Have a laughing contest…it’s contagious.
  • Create a New Year fun committee and plan quarterly events.
  • Ask each person to name another team member and state something that they appreciate about the person.
  • Discuss team accomplishments from the past year.
  • Finish the fun meeting with a holiday “shift exchange.”

 

One on one

  • Show an interest in each team member’s holiday plans.
  • Focus on positives and point out things that the person does particularly well.
  • Give each member of the team a hand-written holiday note and that expresses thanks for something specific that they did for the team in the past year. Deliver it in person or mail it but DO NOT leave it in their box at work.

 

Creating the ideal workplace takes time and commitment.  Holidays are a special time of the year for each person on your team regardless of religious beliefs or family heritage.  Use the season as a platform for building a team, one that everybody wants to join in an environment where people want to work.   Haul out the holly and have some team-building fun.

 

Tom is a skilled anesthetist, author, speaker and leadership coach.

Leader Reader 1, Authentic Lessons in Leadership.  “The book that goes beyond theory and provides hands-on leadership skills.”

The Social Media Connection

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

Follow @procrnatom on Twittersocial media post

Communication, collaboration and effective teamwork are essential ingredients for highly effective workplaces and insightful leaders must find creative ways to connect with the people on their teams.   Use of social media has been woven into an essential piece of the fabric that shapes our lives.  Rather than putting a ban on the use of electronic devices in the workplace, fire up your team by uniting them through social media.   Login and get stoked!

 

Event scheduling   Neither word of mouth nor notices posted on bulletins boards are reliable sources for disseminating information.  Online calendar apps, however, are abundant and many are free.    Instead of sending email schedules that require downloading, use an app and create a calendar that can be shared with your team.  Your community calendar will always be available for reference and posting a calendar removes the I-didn’t-know excuse.

  • Teamup is one of several apps that offer a platform to create a shared calendar. It offers sub-calendars, it’s simple to use and it’s free. https://www.teamup.com/apps/

 

Employee recognition   Employee contributions often exceed expectations and team members deserve recognition for their achievements.  In an ideal workplace the employee feels valued, appreciated and has a sense that he/she has contributed to the overall success of the team.  Follow up the hallway thank you with a brief post on social media to recognize each individual and each achievement.   Several social media platforms encourage the reader to forward the message to others in their network thus expanding the number of people who are notified of the success.

  • Open a twitter account and have your team members follow you. Tweet each achievement and encourage re-tweeting.   https://twitter.com/

 

Support   Teamwork is enhanced when people feel that they are part of a larger community and that they have the support of their peers.   Professional communities exist online that encourage individuals to connect with others who have the same credentials.  Members of a virtual community can pose questions, share experiences and learn from the collective wisdom of others in the same profession.

  • AANA connect is a private virtual community for nurse anesthetists and has sub-communities with different focuses. https://connect.aana.com/home
  • Facebook is the go-to platform for connecting friends and interfacing spontaneously. Within the Facebook platform, user groups have emerged to unite people with special interests. In the nurse anesthesia Facebook community, dozens of sub-groups exist for everything from CRNA moms to CRNA brewers.  https://www.facebook.com/

 

Team communication   Keeping up with your profession is helpful.  Communicating with your team is essential.  App based programs are readily available that allow your group to connect through text messages, providing instant communication for time sensitive issues.  This option requires each team member to download the app and join your user group, making the effort to connect worthwhile.  .

  • Groupme is a text-based app that provides all member instant alerts by “ping.” It’s free and easily downloaded.   https://groupme.com/en-US/apps

 

Video chat    When the crisis of the day arises and instant communication is imperative, live video chat is a great option.  Similar to SKYPE, LVC connects key members simultaneously for brainstorming and quick resolution.

  • Group video chat by Camfrog is an app that allows groups of people to connect via cell phone with live video and audio. https://www.camfrog.com/en/

Leadership requires powerful communication that effectively unites the team, and the most innovative leaders find creative ways to utilize social media in the process.   Younger members of your team who were raised with technology will feel right at home with social media while the senior members of the team will experience personal growth as they master the technology.  Everyone will be connected. Everyone will feel connected. Take an important step toward creating a workplace of choice by developing a sense of connectedness through the use of social media.

Thomas Davis is a noted speaker, author and team building coach.

“The book that goes beyond theory

and creates great leaders.”

Now available on Amazon Books

Be Thankful, It’s Healthy

Thankful postBe Thankful, It’s Healthy

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

Follow @procrnatom on Twitter

Thanksgiving is over but it shouldn’t be.  A national day of reflection and giving gratitude is healthy for your mind and is also a great excuse to indulge in food, football and family.  Likewise, in a preferred work environment, insightful leaders create a healthy environment for their team members by being grateful and thanking them publicly and privately on a regular basis.

Writing in his book The Upward Spiral, author and neuroscientist Alex Korb connects being grateful with brain activity that elevates your mood.  The book goes on to offer tangible suggestions for alleviating depression.  High on the list of mood elevators is the act of being grateful which triggers the release of dopamine in the hypothalamus and creates a sense of wellbeing.  Even on a terrible day, the act of imagining things to be thankful for has the effect of elevating your mood.

Being grateful and giving thanks is as important in the workplace as it is in your personal life.  During a chaotic and stressful, pressure-driven day on the frontline, stopping to reflect on the positive events of the day breaks the anxiety cycle and shifts attention from problems to achievements.  In my book Leader Reader 1, Authentic Lessons in Leadership I recommend an end-of-day routine which includes reflecting on the activities of the day and giving thanks to those around you.  The activity has the double benefit of increasing your sense of wellbeing and ensuring that your team feels validated and appreciated.

In a contribution to Forbes.com, career coach, Nancy Collamer, offers the following tips for giving thanks in the workplace:

Just say it.  As you wind down the day, seek out people who have made a difference and give them a sincere thank you tailored to their contribution.  Walking through the work area and shouting, “Thank you everybody!” has very little effect.  Taking an individual aside and telling him/her “I really appreciate the work that you have done today.”, sends the message that you noticed and appreciated their effort.

Send an e-note.  It’s not always possible to see everybody face to face at the end of the day to affirm their work.  Sending a short email that thanks a worker for something specific that he/she has done is the next best thing to saying it in person.

Send a written card.  This old-fashioned method of giving thanks takes time and effort but sends a powerful message that the person is recognized, appreciated and worth the energy required to send the card.  Cards are appropriate when large projects have been completed or a person has sustained high performance over a prolonged period of time.  To make the card even more effective, send it to the person’s home address.

Recognition, reward and a sense of being appreciated are all elements of a workplace of choice.  Be grateful and give thanks to those around you to create a powerful double effect.  First, you will receive the benefit of changes in your own brain that elevates your mood and gives you a sense of wellbeing.  Second, you will reward those around you and take a step toward creating highly desirable workplace.  An intended consequence of giving thanks is that it is contagious and those on your team will follow your example by thanking one another when they collaborate to complete a task.

Be thankful, it’s healthy.

Thomas Davis is a noted leader, educator and leadership coach.

Start Tomorrow Today


Start Tomorrow Today

By Thomas Davis, CRNA

start tomorrow todayEffective leaders in healthcare, and across corporate America, are known for being very busy and efficient using effective schedules. Those who make it to the top leadership positions may appear to have everything under control as they progress through massive schedules. Although top executives have a support staff to help them maneuver through the day, their ability to navigate the workload goes beyond a skillful staff. CEOs have learned early in the game to establish a daily routine and weave it into it an agenda that the support team helps bring to life. An important component of the daily schedule is the end of day routine where the leader closes today and plans for a productive tomorrow.

Healthcare leaders work in an especially chaotic environment and by the end of the day it is tempting to pack up and leave. But if you skip out the door too quickly, you will deny yourself the opportunity to grow as a leader. The end of the day is a special time for you to reflect on the successes and challenges of the day, and to prepare for tomorrow. Leaders at any level will benefit by following these examples for routine and reflection.

• Block the last slot on your calendar for your shut down routine.
• Clean the clutter from your desk and your computer. Remove scrap paper and throw away everything that you do not absolutely need to keep. When in doubt, throw it out. Close any open files on your computer and reply ONLY to urgent email. Caution: Do not sacrifice your EOD routine by browsing through email and social media.
• Review the tasks on today’s to-do list and assess your effectiveness in bringing things to closure. Assess whether or not you were successful in completing your top priorities and determine which items to move to tomorrow’s to-do list.
• Close your eyes and visualize your biggest challenge. Relax and ask yourself WHAT questions such as, “What are other resources that I have not used?” “What if I re-prioritized my to-do list?” or “What piece of information is needed to allow the project to move forward?” Writing in the British J. of Psychology, Wieth and Zacks note that your brain is most creative when it is groggiest. Relaxing you tired brain and thinking through your upcoming challenges may give you insight that will solve tomorrow’s problem.
• Thank someone for their contribution to your personal success or the success of the team. Regularly recognizing others puts you and someone else in a positive frame of mind. In addition to showing thankfulness, sometimes offering forgiveness is important and appropriate.
• Review both your schedule for tomorrow as well as your to-do list. Make sure that your list reflects your priorities and that you have adequate resources to complete your list.
• Leave work at work and go home. On occasion you may need to finish something at home but routinely extending your work day into the evening will cause burnout and actually detract from your effectiveness.

Place value on your own after-work activities and develop the routine that works for you. To end my day with an established routine after leading a team of 110 healthcare workers, I created CROTE. Clean, Reflect, Organize Thank, Exit.

Building Common Purpose

Building Common Purpose

By Thomas Davis, CRNA

This is the third in a series of blog articles applying political quotes to frontline leadership. Previous articles have applied the words of Hillary Clinton and Mike Pence to frontline healthcare management. There is no intention of supporting or disparaging any candidate or party but rather learning from their words of wisdom. We will have to wait and see whether or not politicians and parties can turn words into action.

“You are the director of your own movie; if you aren’t enjoying what you are doing, change it.” “Stand up for principles and offer a real alternative.”   Gary Johnson

 

team buildingSame stuff, different day. Is that your experience as a frontline leader and manager?   Going back a few years, the basic murder mystery was the backbone of evening television.   A crime was committed, several suspects were identified, surprise evidence emerged, and the bad guy was caught.   The format was predictable, however in 1971 “Columbo” reversed it. A crime was committed with the perp identified up front. Viewers were kept on the edges of their seats while alibis melted away until justice prevailed.

To enable your group to achieve excellence and to keep the job interesting, rewrite your daily script. Engaging your team to edit the script creates a common purpose and becomes the cement that binds the team

Develop a common purpose.   If you think you have problems building consensus and motivating a team, consider the challenge faced by Coach Mike Krzyzewski when he agreed to coach the Olympic men’s basketball team. Taking a group of millionaire all-stars and asking them to give up their summer vacations in order to play even more basketball was not an easy task. To be successful, the team needed a common purpose.   Coach K took the team to Arlington Cemetery and the tomb of the Unknown Soldier and talked about people giving their lives for their country. He then took the team to the area of the cemetery where recent casualties are buried and they viewed gravestones of people younger than they. He arranged workouts at the military academies where young people were preparing to give all for their country if necessary. When all was done, the team was no longer playing summer basketball; they were playing for the honor of their country and all those who have given their lives to defend it. They had a common purpose.

As a frontline healthcare leader, you most likely will not be able to take your workgroup on a field trip to a National monument. Therefore, you must find common purpose within the environment where you live and work.

Create a common purpose

  • Focus on patient safety and satisfaction when rewriting the way you conduct your business.
  • Openly discuss concerns and explore remedies
  • Actively listen to each member of the team as they offer fresh ideas
  • Have a former patient or family member talk to your team and tell their story

 

Change the Script. As a leader, the team looks to you for guidance and wants you to motivate and provide direction. Be bold and confident when interacting with your team.   Meet regularly and link the new script to each member personally.   Tie common purpose to a sense of urgency and role model the new behavior that is expected of the group

Implement Change

  • Display competence and confidence when sharing expectations
  • Clearly outline expectations as you role model the desired behavior
  • Actively listen to and address concerns of team members. Ask what it would take for them to be fully on board.
  • Establish benchmarks to document progress toward achieving the larger goal
  • Recognize and reward desired behavior.

 

Some tasks have to be repetitive, but no one enjoys watching the same movie day after day. As a frontline leader, you will improve the workplace for both patients and workers by making a new script that infuses energy and improves outcome.

 

Thomas Davis is an experienced clinical anesthetist, leader, speaker and the owner of Frontline Team Development and Leadership.

Leading Frontline Change

Leading Frontline Change:

Today’s leadership investment yields tomorrow’s team dividends

By Thomas Davis, CRNA

Effectiveness as a leader is not based on popularity but rather on the ability to manage change

FLA“The only constant is change.”    Modifications to best practice protocols are initiated internally and are meant to improve both workflow and patient outcome. Other initiatives have an external source and are mandated by new regulations or alterations in reimbursement.   Frontline managers and team leaders set the tone for how the work group will respond and the attitude projected by the leader will ultimately contribute to the success or failure of the initiative.   Frontline Leaders are critical to success whenever the status quo is altered.

As recently as 5 years ago, in order to accommodate the need for Nurse Anesthetists and ICU nurses to work 12-hour shifts, several hospitals offered workers 3 X 12 hours per week to count and be paid as a 40 hour work week. The response was positive and the hospitals had a plethora of applicants working the popular shift.   Over time, changes in healthcare reimbursement took place and the 36-paid-as-40 model was no longer viable. Hospitals were forced to implement new schedules that required 40 hours of work for 40 hours of pay. For example, two individual hospitals in the same community implemented the change to the 40-hour work week with very different results.   Although the change was not popular at either hospital, one system made the change smoothly with the team focused on all of the other positive benefits offered by the employer. As a result, there were no resignations. At the second hospital, 18 members of the department abruptly quit their jobs. The difference was Frontline Leadership.

Status quo does offer a level of comfort, however, change is often an opportunity for the frontline healthcare leader to experience personal growth as well as growth and development of the team. The leader’s personal response to the change will set the tone for the entire workgroup. By using asset based thinking (ABT), creativity and good communication, your workgroup can lead the way in the implementation of change.   Remember, change does not necessarily threaten your personal vision. With creativity, change can actually move your vision forward. In the example of implementing the 40- hour work week, the successful leader held true to the vision of making the hospital an employer of choice.   The reason behind the change was thoroughly explained to the workgroup and the implications were revealed.   The group learned that the change would bring financial stability to the organization and add security to their jobs. The group actively participated in creating a new schedule that was acceptable to all. When the change was made, even though they preferred the 36-hour work week, the change went smoothly.   Conversely, at the other hospital the change was implemented as a mandate from above. The attitude was, “if you don’t like it, find another job”…and many did.

Build on a solid foundation  

Change is commonly perceived as threatening when the frontline worker sees no personal benefit.   Strong leaders have an opportunity to thrive during times of change as opposed to weak leaders who wilt and eventually perish. Leaders who are successful at embracing and implementing change are people who have a long history of being connected with the workgroup. A leader may safely assume that at some point policies and procedures will be altered. Establishing yourself as a trusted and confident person who cares about each team member on a personal level will give you credibility with the team when they feel threatened by the need to modify the status quo.

To be an effective leader:

  • Role model excellence in every phase of the job. Take your turn on the front line of patient care along with the members of your workgroup and earn respect for your skills.
  • Develop a one on one relationship with each member of your team. Know something personal about each person and have a sincere desire to promote their professional development.
  • Have a vision for the group and communicate it regularly. Every member of your team must know and support your vision.   Encourage open discussion to clarify your vision.
  • Be upbeat and confidently demonstrate ABT.  Anticipate success.

 

Do your Homework

With change comes anxiety and when people are uncertain, rumors emerge.   You will be amazed at what a friend of a friend heard someone say in the elevator.   Once gossip takes on a life of its own, it will taint how we perceive people and problems. Writing in Science, Eric Anderson states, “Gossip does not impact only how a face is evaluated – it affects whether a face is seen in the first place.” Once the gossip starts, time is of the essence to get it stopped. A leader must quickly understand the proposed change and the reasoning behind it, connecting the new policy to the greater goal of the organization, and then communicating it honestly and openly.

Before you talk with your team about the upcoming change, become the expert on the topic. Read the new policy and have a one-on-one conversation with your superiors and other stakeholders. Succinctly share your concerns privately in a proactive and asset-based manner.   Always speak and listen with good intent and with a commitment to understand.

Before you meet with your team:

  • Clarify the specifics of the future state and the advantages that will emerge with the new policy.
  • Identify and utilize key stakeholders and sources of support.
  • Identify obstacles and explore ways to remove them.
  • Involve key people in the workgroup to help with the rollout of the new plan.
  • Develop a timeline and abide by it.   Delaying will only give more time for rumors and gossip to spread.

 

Communicate

Sincere, two way communication is essential for implementing and managing change.   Set a positive and confident tone when discussing the future. If members of your team perceive that you are uncertain and lack confidence, they will not openly support you. Your ambivalence will be compounded by the negative effects of rumors and gossip causing morale to drop along with the effectiveness of your leadership. Now is the time for you to display self-assurance and maintain control. Being recognized and respected as a leader is status that is earned over time. From day one a leader must earn the trust of the team. Once you have done your homework related to the change and you know the details of both why and how the change will be implemented, you are ready for one of the most important roles of a leader – keeping the team informed.

To keep the team informed:

  • Schedule a town hall meeting where the change can be openly discussed.
  • Be open and honest and share all that you have been asked to share. If you have been asked not to share something, don’t pretend that you don’t know. Simply state that you cannot yet share that detail.
  • Let people know that gossip is not acceptable(will not be tolerated?). Honestly answer all questions in order to prevent and dispel rumors.
  • Listen to each member of the team with the intent to understand. Acknowledge individual concerns.
  • Use ABT to focus on positive aspects of the change.
  • Where possible, connect the proposed change to your personal vision and the greater goal of the organization.
  • Challenge the team to actively participate with implementing the change.

 

As the leader of a team of frontline healthcare workers, you want everything to run smoothly on a daily basis with great workflow, safe patient outcome and a happy staff.   Although change can be challenging to the team, it can also be an opportunity for the talented Frontline Leader to shine.   Make a commitment to establish a solid foundation with your team and to connect with each individual. The groundwork that you lay today will pay huge dividends when it’s time to implement the inevitable change.

Thomas Davis is an experienced clinical anesthetist, leader, speaker and the owner of Frontline Team Development and Leadership.