IN THIS ISSUE: The Leading Edge" characteristics of a good leader Employees Matter" workplace coaching Communication Corner" using dialogue for conflict resolution Just for Fun" brain teasers Are You Leader Material? The Characteristics of a Good Leader From adequate staffing, to smooth administration, to proper documentation, to patient satisfaction" leaders in the healthcare industry deal with plenty of challenges. And, in the face of such adversity, these leaders always seem to handle it with great poise and grace. So, many of us may ask, "How do they do it?" and "What makes them so different from the rest of us?" Quite simply, the leaders of your healthcare organization stand out for a reason: they maintain specific characteristics that set them apart from the rest of the crowd. Raymond Cattell, a pioneer in the field of personality assessment, developed the "Leadership Potential" equation in 1954. This equation was based on a study of military leaders, but is used today to determine traits that characterize an effective leader" no matter what line of work they're in. This list below can be used for developmental purposes to help managers gain insight and develop their own leadership skills. The traits of an effective leader include the following: "’ Stable. Good leaders can tolerate frustration and stress. This doesn't mean they're not bothered by stress" they just find a way to overcome such obstacles. Overall, they are well-adjusted and have the maturity to deal with anything they face. "’ Controlled. They are clear and assertive in their communication. Good leaders remain calm and collected, even if everyone else around them is in panic-mode. "’ Energetic. Leaders are active, expressive, and enthusiastic. They are often very optimistic and open to change. "’ Disciplined. Strong work ethic and integrity are key characteristics of a good leader. They lead by example, setting a tone of respect, awareness, and reliability around the workplace. "’ Thick-skinned. Good leaders are practical, logical, and to-the-point. They are comfortable with criticism and don't let past mistakes and failures get them down. They are generally secure and confident. "’ Charismatic. Leaders have a magnetism that can stir up strong emotions in their employees. They are thus able to captivate and motivate employees to work toward the universal goals of the organization "’ Empathic. Being able to "put yourself in someone else's shoes" is a key trait of leaders today. Empathy builds trust, and with that trust you are more likely to get a better effort from your employees. "’ Adaptable. Leaders have the ability to thrive in unfamiliar terrain. They embrace change and find a way to learn from their mistakes and become better performers as a result. With these characteristics in mind, the remaining question now is this: I know a lot about what makes a good leader, but how can I use these insights to grow into a better leader within my own healthcare organization? Here are some strategies to help make that happen: Focus on your strengths and weaknesses. Concentrate on developing the areas of your personality that you feel need improvement. For instance, if you possess many leadership traits, but do not consider yourself very much of a "people" person, try taking classes or reading books on empathy. On the other end, if you're very empathic, make sure you capitalize on that strength. When you consciously play to your strengths, you will enhance that skill set" and good leaders are always striving to improve themselves. Step outside of your comfort zone. Doing things you aren't comfortable with or necessarily good at will test your adaptability. Leaders may give the impression that they have no fear, but this probably isn't the case. They just have the courage to try new things. Plain and simple, the ability to step outside of your comfort zone will distinguish you as a leader. Learn from those around you. Experience is key. One will not become a great leader solely by reading a "how-to" book. Try to absorb as much as you can from the leaders you admire. Your organization may also be able to establish a formal learning/leadership plan for you. Remember, these types of teaching, guidance, and mentoring programs are often beneficial to everyone involved. Once you have learned the tricks of the trade, you can pass your knowledge on to others in the organization, and they to others, and so on and so on. It's a win-win situation. "The leadership instinct you are born with is the backbone. You develop the funny bone and the wishbone that go with it." -- Elaine Agather It's All About: Coaching How do you avoid micromanaging while helping employees master new methods, particularly in the healthcare profession, where change is the norm? How do you create an environment where everyone teaches, and everyone learns? How do you grow strong, fruitful relationships around the workplace? In a word: coaching. Workplace coaching is a process of equipping people with the knowledge, self-awareness, opportunities, and support they need to develop themselves and become more effective. From increasing the efficiency of an administration task to improving customer services skills with patients" workplace coaching is all about behavior change and growth. Just as it is in sports, workplace coaching begins with the assumption that an improvement in performance is possible. If an employee is considering being coached, it must be clear that they are willing to make that change. Until such a possibility exists, it is very unlikely that any efforts at coaching will be helpful. Who Can Be a Coach? Healthcare professionals can be coached by practically anyone in their organization" by managers, staff members, administrators etc. Ultimately, the best coaching partner is one who matches an employee's particular needs and preferences. Who an employee selects as a learning partner depends on many factors, including: "’ competence and credibility "’ the coach's ability to empower the individual "’ the level of trust and confidentiality the coach can maintain "’ the amount of time the coach will be able to devote to this effort Additionally, when a coaching relationship is established, there are some key items to keep in mind: 1. First, define what needs to be worked on and set goals. In other words, create an agenda. 2. As the process continues, provide feedback, make requests, and constantly check your progress" are you sticking to the agenda or have you gotten off track? 3. When the objectives have been met, the coaching relationship needs to come to a close. Make sure to document what made the process effective, and what, if anything, hindered it. Be sure to share this information with others who are interested in a coaching endeavor. One Last Thing While the person being coached looks to his/her coach for guidance and advice, this relationship should remain an equal partnership. If the person being coached starts to feel inferior or subordinate to their coach, it is a signal to call a time-out and re-evaluate. If this doesn't work, it may be time to find a new coach. For a step-by- step coaching plan, click here. Conflict Resolution: Debate vs. Dialogue When conflicts arise at your organization, do employees try to solve them by means of debate or dialogue? You may be asking, "what's the difference?" And the answer, quite simply, is a lot. In a debate, the atmosphere is usually threatening, with interruptions expected. Individuals who try to resolve conflicts in debate-style usually express unwavering commitment to their own point of view" they are reluctant to accept anyone else's ideas or opinions. By contrast, in a dialogue, the atmosphere is more exploratory, where individuals express uncertainties, and gain insight by doing so. To arrive at a more productive form of conflict resolution, your healthcare organization should strive for an atmosphere of dialogue. In a dialogue, objections will be present, but the tone is different. The atmosphere is changed from domineering to developing; from silencing to knowing; from telling to asking. In a nutshell, the differences of debate and dialogue can be summarized as follows: Debate vs. Dialogue The atmosphere is threatening" attacks and interruptions are the norm. The atmosphere is one of safety. While conflicts are present, ground rules are set (i.e., no interruptions, yelling, finger pointing, etc) to promote respectful exchange. Employees speak at one another. They speak their mind, regardless if anyone else cares or is listening. Employees speak to each other. They are considerate and mindful of their "audience." The employee expresses unwavering commitment to their point of view, approach, or idea. The employee expresses uncertainties, as well as their opinions, without imposing them on their co-workers. Employees listen in order to refute the other person's position and/or ideas. They ask questions in an attempt to expose faulty logic in their co-worker's arguments. Employees listen and gain insight into the beliefs and concerns of their co-workers. Questions are asked from a position of curiosity. Statements are predictable and offer little new information. Resolutions may be made, but they are not based on group input. New information surfaces, and a resolution that everyone can agree on is made. How To Achieve Dialogue Creating an atmosphere of dialogue isn't as hard as you may think. Part of it is simply educating your staff on the differences (as outlined above) between dialogue and debate, and highlighting the benefits dialogue can produce. Remember, when conflicts arise, it's natural for many to become defensive and utilize debate tactics. So, if you hear employees debating, make them aware of it, and remind them that productive outcomes rarely result from this style of communication. Also, lead by example. When conflicts arise, use the dialogue strategies detailed above, and tell employees that you are "trying to keep the dialogue open." Finally, let them know that you appreciate and prefer such discussions when it comes to conflict resolution. "Anyone who conducts an argument by appealing to authority is not using his intelligence; he is just using his memory." " Leonardo da Vinci Brain Teasers Challenge yourself with the following mind-bending brain teasers! The answers are at the bottom of the page. 1. Looking at the construction of this word, what new word can be derived? W A T E R 2. Read each line aloud without making any mistakes. If you make a mistake you MUST start again without going any further. This is this puzzle This is is puzzle This is how puzzle This is to puzzle This is keep puzzle This is an puzzle This is idiot puzzle This is busy puzzle This is for puzzle This is forty puzzle This is seconds! puzzle 3. Which word, if pronounced right, is wrong, but if pronounced wrong is right? These words and their construction can be used to derive a new word or saying: 4. insult + injury 5. B B A A R R Answers: 1. "Waterfall" 2. Now go back and read the THIRD word in each line from the top. 3. "Wrong" 4. Adding insult to injury 5. Parallel bars |