How to Survive Backstabbing
The perpetrator could be anyone, a friend, a co-worker, or even your boss. This person acts like a real pal to your face, but badmouths you to others in private. Indeed, they don't call it "backstabbing"� for nothing: the assault comes when you're not looking, and the pain is sharp and deep.

You may be completely baffled as to why someone would betray your trust in such an awful manner. And while there is no excuse for a backstabber's behavior, there are usually some specific motives behind their treacherous actions. For one, they may view you as competition. Perhaps the backstabber sees you standing in the way of a promotion they feel only they deserve. Backstabbing can also be a response to uncertainty. Those who are uncertain of the future, and/or fear losing their job may try to pit employees against one another in efforts to secure their own place in the company. The schemer will try to get his or her "target" to share personal secrets or professional opinions that could undermine that person's position.

Whatever the reason, when the knives come out in the workplace, the attacker must be dealt with. Here are some defense tactics that will help you from becoming a victim:

Think twice. Remember that while you may share something "in confidence" it could still be passed on to others. Before you share any personal or private information with a co-worker, ask yourself if you would feel comfortable with everyone else in the office knowing this information. If you don't feel comfortable with everyone knowing, it's best to keep your lips sealed.

Be cautious. If a colleague is trying especially hard to pry personal information or gossip from you, be careful. They may be trying to get the "scoop"� with the sole intent of passing it on to others. Also, people who have backstabbed before are likely to do it again, so take note and be cautious of what you say if they have this reputation.

Don't discriminate. Anyone is capable of backstabbing. In fact, supervisors can backstab just as frequently as "rank and file"� employees. So don't always assume that your secrets are safe with your boss. Apply tip #1 (think twice) to your superiors as well as peers.

While the tips above will help prevent backstabbing, they're not full proof. Sometimes there is absolutely nothing you can do to stop such behavior. If this is the case, and you find yourself pulling the knife out of your back, you only have one option: you must confront the person.

When confronting a backstabber, preparation is essential, as you want to organize your thoughts and present them calmly, rationally, and with evidence in hand. Keep the conversation professional. Try not to make it a personal issue between you and the backstabber" that will just give him/her more ammunition to talk behind your back. The goal is to get the backstabber to admit the truth and rectify the situation. Start by saying something like, "If you have a problem with something I've done, we need to talk about it and try to resolve it." This will force the backstabber to admit what they've said. If they deny having said anything, you can present them with the evidence you have (i.e., "Sue told me that you think I cut corners to get the job done faster."�)

After you've established that there is indeed a problem, move on to suggesting a solution. You can say something like, "We need to work together. Here's what we can do to ensure this doesn't happen again . . ." The more specific and clear you can be, the better. Clarity usually puts an end to any confusion" and also to the backstabbing.

Remember, whether you're a manager or not, you can lead the charge against backstabbing. Set an example by never talking about co-workers behind their backs. When there is a clear understanding that individuals should be present for conversations that involve them, rumors and backstabbing are minimized.


"Truth is generally the best vindication against slander."�
" Abraham Lincoln

Some Like It Hot:
Dealing With Organizational Fires

When multiple problems arise at work, we often describe our activities as "firefighting." And while we think of organizational fires as annoying and unexpected, they can actually indicate a healthy, thriving company. For example, organizational fires often occur in innovative organizations because innovation is a high-risk activity. Furthermore, if we take a closer look at workplace firefighting, we can learn some useful lessons to help us better manage difficult projects, people and/or tasks.

Here are some tips to effectively deal with the "natural disasters"� that occur at your healthcare organization.

Measure the Heat. Most organizations think of "firefight mode"� as an informal concept, but you can make it formal. Define a series of fire status levels for certain projects or tasks. Place these indicators (i.e., chance of "fire"� today: low) in a place where everyone can see them. Doing so will help remove ambiguity, and facilitates management's actions in times of difficulty.

Let it burn. Real firefighters don't try to extinguish major fires" they control them. They direct the fire into uninhabited areas, or into places that will cause the fire to burn out.
When a project is in deep trouble, and you try to save it, you inevitably expend scarce resources and attention in what might be a futile effort. This puts other projects at risk, and can cause the organizational fire to spread. When wisdom and experience suggest early cancellation, you should seriously consider this option. Focus on protecting the parts of the organization that aren't yet on fire, rather than on rescuing doomed ventures.

Recruit a "fire squad."� Real firefighting is highly specialized work. These professionals go through long and vigorous training. If your organization has many fires, consider designating and training an elite "hotshot"� team. When you plan a project, include these reserves to handle organizational fires. If you have a smaller organization, or if fires are very high-risk or complex, consider using consulting specialists to fight organizational fires. Their experience is a valuable asset.

Effective management requires acknowledging the reality and importance of organizational fires. So, don't get burned by pretending these fires don't exist, or thinking that they can be completely eliminated!

"Success always occurs in private, and failure in full view."
-Anon



Some New Thoughts on Motivation
Motivation is one of the most studied issues in management literature. The fact that it's such a popular topic suggests that motivation is indeed a key element to the success of an organization. However, it also reveals the lack of consensus on what truly motivates people. Among all the mountains of books, articles, and studies, perhaps only one thing remains certain: one cannot force another to be motivated.

In the workplace, a manager can't control others' internal wants and needs (the factors that drive motivation), but he/she can create an environment that is motivating to these individuals. To be sure, effective managers develop an understanding of the opportunities and constraints in a given work environment and then focus on the things they can realistically do to help motivate staff members.

Here's what you can do at your healthcare organization:

Get to Know Your Employees
As a manager, you want to gather as much information as possible about the things that motivate your staff members. Each person is unique, and their values and interests will vary. For example, some people may be motivated by the opportunity for advancement, while others may prioritize stability and consistency in their work. Create "motivational files"� for everyone. Carefully document their interests and motivations. Once you have a good idea of what is important to people, you can look for opportunities to accommodate them. This shows that you understand what they need and are committed to helping them.

Loosen the reigns
If you find yourself constantly telling people what to do, try changing your approach. Remember, job autonomy can be a motivating factor for many. Effective managers will set the ground rules and expectations for their staff members and then allow them to do their jobs.

Speak up (when it's warranted)
One of the biggest mistakes a manager can make is to assume that people understand how important they are to the team and organization. Find ways to acknowledge the efforts of your staff, both internally (within your group or team) and externally (with your superiors and with other groups within the organization). But also keep in mind that it's not useful to compliment people when it is not necessary. People can see through such efforts, and it can often reduce your credibility.

Let them know you understand
Numerous workplace conditions can have a negative impact on motivation. Poor pay, lack of opportunities for advancement, and difficult patients are just a few conditions that can annoy employees. Don't be afraid to acknowledge the frustrations your staff members have. While it's not useful to dwell on the negative aspects of the work, showing that you understand can build morale and trust and improve motivation.

Remember, while you can't force employees to be motivated in their work, you can encourage motivation by empowering your staff and creating an environment that is conducive to their needs.


How Nurses Travel
Three doctors and three nurses are traveling by train to a conference. At the station, the three doctors each buy tickets and watch as the three nurses buy only a single ticket. "How are three people going to travel on only one ticket?" asks a doctor.

"Watch and you'll see," answered a nurse. They all board the train. The doctors take their respective seats, but all three nurses cram into a restroom and close the door behind them. Shortly after the train has departed, the conductor comes around collecting tickets. He knocks on the restroom door and says, "Ticket, please."

The door opens just a crack and a single arm emerges with a ticket in hand. The conductor takes it and moves on. The doctors saw this and agreed it was quite a clever idea. So after the conference, the doctors decide to copy the nurses on the return trip and save some money (being clever with money, and all that). When they get to the station, they buy a single ticket for the return trip. To their astonishment, the nurses don't buy a ticket at all. "How are you going to travel without a ticket?" says one perplexed doctor.

"Watch and you'll see," answered a nurse. When they board the train the three doctors cram into a restroom and the three nurses cram into another one nearby. The train departs. Shortly afterward, one of the nurses leaves his restroom and walks over to the restroom where the doctors are hiding. He knocks on the door and says, "Ticket, please."