Preferred workplace

Ban Affective Polarization in the workplace

By Thomas Davis, DNAP, MAE, CRNA

It’s been four years since our last presidential election, and now we are entering the final countdown toward election day 2024. Despite rhetoric from both sides pledging to unite the country, the current political season finds our population more polarized than ever. The emergence of social media as a primary means for gathering news only adds fuel to the fire.

Writing for Forbes magazine, author Tony Ewing notes that we all have thinking biases that distort our interpretation of the opinions of others. He states that topics such as politics, religion, race, and sexual preferences push emotional buttons that often lead to heated reactions and arguments between formerly congenial colleagues. This disruptive behavior polarizes the team and affects not only those who disagree with one another, but also others in the workplace who observe the behavior. In the end, teamwork, productivity, and patient safety are all threatened by workplace polarization.

What about freedom of speech?

For over 250 years the United States has thrived on the free exchange of ideas with open dialogue and debate between both individuals and political parties. Freedom of speech is so important for democracy that the first amendment to the constitution enshrined it as an American right. The founders of our country believed that democracy could only exist within an environment of open debate of the issues. Political disagreement was viewed as healthy all the way back to the early days of our independent nation when Thomas Jefferson introduced the two-party system. Historically, political opponents openly debated the issues yet respected one another and remained friends at the end of the day.

Affective polarization

Over the centuries, political debate has been taken to new levels and our society has moved from debate of the issues to affective polarization. Wikipedia identifies affective polarization as progressing from a disagreement on the issues to an emotional dislike and distrust of those with opposing opinions. Writing for Brookings, authors Overgaard and Woolley describe affective polarization as hostility and animosity toward those who disagree with your political viewpoint..

The American Psychological Association studied affective polarization in the workplace and note that 1 in 4 employees report being negatively affected by political talk during the election season. The APA study revealed that younger employees are more affected by polarization than older workers and that they report feeling stressed, isolated, and having negative views of co-workers who engage in political dialogue at work.

Ironically, behavior scientists have found that dogmatically promoting your political view causes the other person to dig in their heels and become more deeply entrenched in their position. You are not changing their mind but rather solidifying their point of view.

The bottom line is that affective polarization moves the interaction from “I don’t agree with you” to “I don’t like you.” Your political opponent then becomes a “bad person” and labeling them as ignorant, out of touch, or deplorable turns dislike into hatred. Behavior scientists find that most people have more in common than they realize, and that affective polarization needlessly drives a wedge between them. This is not what you want in your workplace.

Preventing workplace polarization

Creating a preferred workplace is a goal for every effective leader. Preventing political division from invading an otherwise collaborative and cohesive team takes foresight and courage. It is easier to prevent a problem than to rebuild a team, so guardrails must be in place, especially going into the upcoming election season. Author Roger Carbajal offers tips for controlling affective polarization in the workplace.

Establish a policy about political speech and signs in the workplace
Apply the rules consistently, without exception
Monitor workplace discussion
Periodically remind everyone of the rules

Regardless of your position on the team, be a champion for promoting collaborative teamwork and have zero tolerance for behavior that divides members of the group. Review the mission, vision, and values of the organization and most likely you will find that affective polarization does not align with the core values that are meant to guide employee behavior. Enforce and role model the core values of the organization. In the end, workplace team unity is more important than the outcome of an election.

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

Find the right boss

By Tom Davis, CRNA, MAE, DNAP candidate

Follow @procrnatom on twitter

The blog-o-sphere is clouded with management and leadership articles about how to attract fabulous applicants, how to build an elite team and what it takes to retain the top performers. On the flipside, there is a paucity of information to guide workers who are searching for the right job with the best boss. Unfortunately, highly qualified workers are sometimes wooed into joining a team only to find that they have hitched their wagon to the wrong horse. The Balance Careers writer Susan Heathfield affirms the importance of finding the right boss, noting that that working for a poor boss is the most common reason given by a person who leaves a job. People don’t leave jobs, they leave bad leaders. In fact, having the right boss may be the single most important factor related to happiness and success in a position. When you hit the job market, be an informed shopper who avoids chasing pay and benefits. Focus your search on finding the right boss.

Chief Technical Officer at Dailymail online, Oleg Vishnepolsky writes, “Choose a boss, not a job. A boss that supports you, trusts you and believes in you will make a great difference in your career.” That sounds simple and would be if only you could go online and click “order” and “submit.” Ordering a boss from Amazon is not possible, yet, there are a few things that you can do as you apply and interview for your next job. Adopt the mindset that you are interviewing them just as they are interviewing you and take responsibility for your future.

Start your search by doing your homework and reading blogs regarding the common traits of a great boss. From the articles, make a list of traits that satisfy your own requirements. If your list parallels the essentials identified by others, it will include some of these items:

Communicates effectively with a pleasant personality
Has a vision
Makes decisions based on shared values
Sets expectations and provides resources
Provides timely feedback
Demonstrates honesty, transparency and respectfulness
Cares about each worker on a personal level
Values the perspective that each person adds to the group
Is focused on team development
Has your back, cuts you slack while maintaining standards
Is a working partner who provides mentoring and professional development
Makes the workplace enjoyable
Recognizes and rewards superior performance

The list is followed by the search. Stumbling on Happiness author Daniel Gilbert gives a comprehensive, evidence-based review of how people perceive and react to various situations. Based on solid research by behavior scientists, he concludes that one of the best indicators of whether you will like something are the reviews of others whom you trust. So, ask questions of someone who knows your next boss. Is the person happy at work, fulfilled by his/her job and would he/she recommend the job to a best friend? According to Gilbert, it is likely that your experience, good or bad, will parallel theirs.

After talking with people who know your next boss, your quest continues during the application/interview process. If you detect a heavy presence of red tape and bureaucracy as you apply, don’t expect it to be any different once you are on the job. Be certain to read the job description carefully, looking for key words related to teamwork, collaboration and professional development. Read the mission, vision and values of the organization and determine if they are reflected in the job description. If not, they are just words on a web site and are not part of the corporate culture.

At some point during the interview you will be asked whether you have questions and that is the opening that will allow you to learn about the leadership style of your next supervisor. Have a list of written, open-ended questions that will get your next boss talking about him/herself and your future colleagues. IMPORTANT: Word your questions in a manner that does not make the person defensive. Asking, “How do you…?” or, “Why do you…?” is personal and may generate a cautious answer. Instead, “Tell me about…,” or “How does the organization handle…?” gives a platform for the person to spill the beans without being put on the spot. NOTE: if someone other than your next boss does the interview, it is a red flag that you will have a supervisor who is isolated and does not connect with workers. Listen carefully as the person answers. Dialogue that is “I” oriented with the leader describing all the wonderful things that he/she has accomplished is a red flag. Empowering Leaders who elevate their workers and create preferred workplaces will respond in terms of “we” while crediting the team for accomplishments. It is a particularly good sign when your next boss names people on the team who played an important role in implementing a plan or achieving a goal. Here are a few questions to ask when you interview

Why is this position open? This is a question to ask “trusted others.” If it is due to expansion or retirement, that is fine and you will be told; however, if the void was created by people jumping ship, after you sign on, you will quickly learn why they left.
What is the greatest achievement of your team in the past year? This indicates whether the job is ho-hum, day to day routine or if there is a vision and shared goal. It also gives you one more opportunity to listen to the leader taking credit or giving it.
How does the organization handle staffing shortages? A supply of local per diem workers that cover vacations can be healthy; however, if a significant number of shifts are filled by expensive locums who were imported from other parts of the country, it indicates that the team is having difficulty hiring new members locally and leadership may be the reason.
What is your favorite part about leading this team? Listen and you will learn about the person’s basic leadership style. Is the focus on command and control or is it on empowerment and professional development?
A year from now I’m at my first annual performance review and I have had an exceptional year; describe it. Listen to the response and discern what is most important to your new boss. Some will emphasize compliance with policy and high production numbers. Others will talk about professional growth and the important contribution that you make to the team the organization. In the middle are those who describe managing the status quo. You know which to choose.

Some people go through an interview and get lucky, happening into an job in a supportive workplace; others roll the dice during the process, hopeful that the job works out but ready to move on if it doesn’t. A lot of preparation is required for both interviewer and candidate in the process of learning about each other. As part of the prep, acquiring the attitude that you are choosing your chief will position you to weed out poor bosses and sign on with a real leader who wants to hire and promote the best and is the best.

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

Be an Awesome Boss

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

Follow @procrnatom on Twitter

The distinction of being a great boss is a recognition that you cannot give to yourself; however, members of your team are constantly observing your behavior, judging you through their eyes and are the ones to bestow the honor when appropriate. Those whom you supervise may not be able to name your leadership style, but they know first hand how it affects them on a personal level. When you connect with your team in a way that conveys respect and promotes the development of each member, they take note and respond in kind. For example, the heartfelt accolades that my recent patient gave to her boss.

While waiting for an overbooked doctor to arrive and start a procedure, I passed the time talking with my stressed patient in hope that pleasant conversation would allay her anxiety. She told me about her work at a restaurant and then mentioned that she worked for the most fantastic boss that she could imagine; “She is so amazing that I would do anything that she asked.” “What makes her a great boss?” I asked. Grateful for the distraction and eager to reply, the patient enthusiastically answered with details. “She likes me as a person, wants me to do well, and she shows me a better way of doing things without criticizing me or complaining. She listens to me and wants me to be the best I can be.” Wow, under stress and on delay, my patient gave a great tribute to a person who is not only a boss but clearly changes the lives of people on her team.

The killer testimonial that my patient gave regarding her awesome boss mirrors the theme found in leadership/management books and journals. In The 5 levels of Leadership, Maxwell (2011) states that level 1 leadership is conveyed with a title that identifies the individual as the boss but carries no clout beyond the title. Level 2 leadership is dynamic and builds upon an essential connection between an engaged boss and willing workers. In level 2 leadership, workers trust the inspiring leader and, therefore, they want to perform at a high level. Maxwell reinforces the importance of one- on-one bonding between the leader and each team member by stating that at level two, “…people follow because they want to and not because they must.” Being connected by having a sincere concern for personal and professional growth of team members creates a bond that elevates trust and loyalty. My patient and her boss could be poster children for the maxim of Level 2 leadership; being mutually committed to one another works for them and it will produce a mindblowing transformation of your workplace when you follow their example.

Naturally outgoing people connect easily but where do people with a more reserved personality start? The answer is simple; you start by making a commitment, learning simple techniques and then jumping in and gaining experience. Building a viable link between yourself and your team requires spending time each day interacting with people and, validating them by practiced listening. In an article, Did you know there are 5 levels of listening? author Derek Gaunt implores the reader to move beyond listening as a means to prepare a rebuttal to the other person; rather, train yourself to listen to understand both the meaning and the emotion behind what you hearing.

Make a commitment to do the following for 30 days and marvel at the response that you will receive from your team.

Have a positive presence. Make your team a priority and block space on your calendar to spend a minimum of 1 hour per day in casual interaction with your team. A cheerful attitude and a sincere desire to learn about the personal and professional goals of everyone sends the message that you care about more than simply getting the job done. Investing time in your awesome team delivers a persuasive message that each person is valued not only for their work but also for who they are as individuals. As you gain a greater understanding about what motivates each team member, you are able to develop a valuable plan for professional development that will help each person meet his goals.
Learn to listen. In a hectic workplace it is easy to have your mind on other issues while listening to people and only get the gist rather than the full message that they are trying to deliver. It is also common to feel as if you must defend the status quo and prepare a rebuttal while the other person is talking. Effective listening requires that you leave your defensive position and focus on the other person, listen carefully, and actively seek more information. Rather than digging in your heels, prepare a follow-on question that will encourage the person to disclose more details and increase your depth of understanding what they are saying; “Tell me more about…”, “What next?”, “What is your desired outcome?”, “If you were in charge, what would you do?” are all responses that show your interest and encourage the person to continue talking.

Like my patient’s boss, you can inspire productivity while transforming the lives of those you supervise by connecting, listening and empowering. Transforming your leadership style and earning the “amazing boss” recognition described by my patient is neither a daunting task nor a natural talent. It is a behavior that can be learned. The process involves using the tested theory of spending time with your team and actively listening to their thoughts to learn what makes them tick. Set Level 2 Leadership as a goal and start by committing to a 30-day journey to an empowered and collaborative workplace.

Maxwell, J.C. (2011). The 5 levels of leadership. New York, NY: Hachette Book Group. ISBN
978-1-59995-365-6

Gaunt, D. (2018) https://blog.blackswanltd.com/the-edge/did-you-know-there-are-4-levels-of-listening

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

8 apps for High Tech Leaders

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

Follow @procrnatom on twitter

Today’s hip leaders require instant access to information and real-time communication with the team members and chain of command. Churning the high-tech world to move even faster, young workers have thrown the communication books from the shelves while no one on the team has even heard of mimeographed memos. Quick-learning youth may have the advantage over older workers who have survived the techno transition, but workers of every generation have come to rely on technology and the advantages that it offers.

Tech is the way we conduct our business and live our lives; to do otherwise denies reality. You cannot survive as a leader without google and email; however, g and e are not enough to propel you and your team to all-star status. Creative software developers have fashioned hundreds of app-based programs to support management, enhance communication and promote collaborative teamwork. You can shine a light on your leadership and your team by using mobile device-based applications to conduct daily business. The learning curve is short and the return on investment is high.

Communication

Email and texting offer real-time exchange of information and are ingrained into our interactions with one another. Using email and texting as communication tools enables geographic freedom, removing the requirement to assemble a group to receive announcements. You can streamline the process of group communication by using apps specifically designed to organize user groups, instantly delivering messages to the right people in an encrypted format that ensures privacy and meets HIPAA standards.

The TigerConnect app is a cloud-based clinical communication and collaboration tool…that is HIPPA compliant. Enabling real time messaging among members of user groups, the app is expressly designed to be used in healthcare settings. The developer claims that the use of TigerConnect leads to shorter hospital stays, increased patient satisfaction, reduced readmission rates and improved team collaboration. You be the judge.

Whatsapp allows you to form user groups and share messages, documents and videos and to conduct group chats all in a format that bypasses SMS fees. Using this app, you can connect with up to 256 people at once.

Efficiency

Day to day management of your team involves more than sending messages to disseminate information, and savvy leaders use technology to grease the process of dealing with daily chores. Fortunately, cyber space has an abundance of programs to help you organize, remember and track vital information.

Google drive is available to every computer user with a google account. You can store documents on google drive and make them available to your team. By posting policies, procedures and work schedules on google drive, your team will have 24/7 access to anything you wish to share with them.

Inventory tracker is a handy app for those who have the job of ordering supplies and maintaining inventory levels. You may be the one putting in the supply order or you may have delegated the task to a team member, either way, treat yourself and your team by using this app.

2do is a task organizer designed for mobile devices. Just like the rest of us, you may still forget some task that “made the list.” The 2do app is a safety net that allows you to use your phone to create a list of tasks, indicate the day that they are to be completed and set up reminders.

Clear todos is also a task organizer. This app permits the creation of separate categories with each list having its own set of tasks. Reminders can also be programmed on this app to jog your memory.

Team identity

Team identity provides your group with a sense of belonging to something important and a feeling of inclusion. The internet provides a platform to unite your crew and a worldwide stage to showcase the talented people that you supervise.

Team websites are common, inexpensive and easy to create yourself. Companies abound offering URLs, platforms and tutoring that enable people with basic computer skills to design and launch a website in one evening. Click here for a link to a list of the top 10 website programs.

Youtube videos are another way to display your team in a positive way. After opening an account with youtube, you will be able to submit video clips and then post the link on your team web site. Instantly, members of your team have a visible presence in cyber-space and a platform to share their experiences with the public.

Our spinning, techno world offers possibilities that were not even imagined several decades ago. Capitalize on the opportunities offered at this digital smorgasbord by selecting the apps that best serve the needs of team members. Go all-in by implementing the technology that is expected by all of your workers, the young and the not-so-young, because no one is looking back.

If you’re feeling overwhelmed at figuring out how to meet the expectations of both your team and your employer, it’s useful to work with a leadership coach who has experienced challenges similar to yours. Feel free to contact me today to learn about the specifics of techniques to for developing a preferred workplace. Email me at tom@prosynex.com or click here to book your free introductory meeting.

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

Psychological Wellness at Work

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

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

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

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

Recognize and showcase talent

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

Share positive feedback from all sources

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

Offer challenging work

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

Listen to your employees

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

Frequent two-way feedback

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

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

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

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

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.

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 21^st 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.

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.

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Hidden Jewels

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

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“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.