June 2004 Newsletter
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IN THIS ISSUE:

The Leading Edge" achieving accountability
Employees Matter" boosting morale

Communication Corner" performance reviews
Just for Fun" the worst visitors
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"Yeah, but"¦."
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When confronting someone with a mistake or a poor job, it's inevitable that at some point you'll be hit with the "yeah, but" response. You know the routine:

"Sue, you didn't work Mindy's shift yesterday. You said you could cover that time slot."

"Yeah, but I thought she said she didn't need me to cover that shift until next week."

Below are some common "yeah, but" excuses that can arise when clear expectations are not made.

"Yeah, but you never said that's how you wanted it done."
In the rush of day-to-day life, it's difficult to slow down and be specific. However, if a task is non-negotiable in the way it must be done, you must take a moment and explain the details" there will be too much room for interpretation if you don't.

"Yeah, but I never heard back from you."
Sometimes being specific and demanding a commitment appears aggressive. However, if you want to eliminate confusion, follow up.

"Yeah, but I thought you wouldn't mind if I waited until tomorrow."
If a clear agreement is not established, you're leaving plenty of room for others to do things how and when they see fit. If you have a timeline, make sure it's communicated. Otherwise, it will most likely be pushed to the backburner.


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A Call for Accountability
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How You Can Help Others to be More Responsible
Finger pointing, the blame game, pinning it on
scapegoats" you're probably familiar with (and maybe even sometimes guilty of) the things employees do when a mistake is made. After all, can you even imagine a workplace where no one ever asked, "Whose fault is this?" Indeed, there will always be some people who fail to take responsibility. While this truth remains, it is possible to steer many employees in the right direction. With some improved communication and a fresh outlook, you can help employees own up to their actions and ultimately view accountability as a method for achieving increased personal and team success.


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Accountability or Obedience?
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Perhaps the first step to achieving accountability in the workplace is to ask one simple question: in your own words, how do you describe accountability? Many people think of accountability as a system that ensures that people do what they are told. In this system, expectations are set by the boss and followed by the employees. Anyone who fails to comply with these specific expectations is "held accountable" and subsequently punished. While some employees may abide by this system, they probably only do so out of fear or greed (i.e., they are punished for disobeying or rewarded for doing well). But does this system hold water when the boss isn't around? Would employees do the right thing if they knew they couldn't get caught? Maybe yes. Maybe no. But one thing is certain, this kind of style creates obedience, not accountability.


Genuine accountability takes a lot of effort, and to put it simply" a lot of guts. Accountability means taking responsibility for both your successes and failures. In a word, it's ownership. Under this definition, you cannot force someone else to be accountable. You can only set the stage for people to become accountable.


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Setting the Stage
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Accountability can best be achieved when the means of measuring it are done so fairly. For example, at your healthcare organization you may have some employees who consistently do a sloppy job. Co-workers and management will proceed to tell them that they're not satisfied with their performance. However, perhaps another employee produces the same poor results, but no one says anything to that particular employee. When some employees are "yelled at" while others are not for doing the same exact thing, you're creating a context of inconsistent accountability. For employees to be more accountable, managers must be more accountable. This is one of the best ways to set the stage for accountability.

Aside from being fair and holding everyone equally accountable, there are a variety of things you can do to encourage and maintain responsibility around the workplace.

"¢ Share your expertise when needed" help people find the answers.
"¢ Approach each crisis or problem as if you are responsible for the outcome, without casting blame" if you act cool and collected people will follow your lead.
"¢ Recognize and praise good performance" why would employees want to go the extra mile if they think no one cares?
"¢ Don't ignore unacceptable performance" how will employees know their performance is sub par if you don't tell them?
"¢ Offer training and development" the more skills employees acquire, the better equipped they will be when it comes to problem solving.
"¢ Advocate and communicate the top priorities of your unit or department" if they are clear on what's important, they'll know what needs to get done first, second, third, etc.

As you can see from the strategies above, achieving accountability rests on your shoulders as much as those who need to be accountable. By displaying a good example, your values will become contagious.


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"Few things can help an individual more than to place responsibility on him, and to let him know that you trust him."
" Booker T. Washington
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Boosting Employee Morale
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Boosting employee morale isn't easy. In fact, if you're serious about improving employees' attitudes, your organization is going to have to make a considerable commitment. Plain and simple, it's going to take more than a quick pep talk or a funny joke to raise the sprits of the un-enthusiastic.

The most effective way to boost employee morale is to provide an optimum working environment. There are some key steps to keep in mind:

Become appreciative
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A Robert Half International survey demonstrated that compensation is not the predominant reason why people leave their jobs. Rather, people often leave an employer because they haven't received the recognition they want, or feedback on how they are doing. Appreciation should be shown immediately after an employee has completed a successful project. It can be as simple as a "thank you" or "˜job well done" or as lavish as a day off with pay. Bottom line: make sure employees know their hard work is valued.

Offer opportunities for involvement
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People want to feel that their jobs are important to the overall success of the organization. Supervisors can motivate staff by asking them to set their own job goals and suggest better ways of doing things.

Operate on Sound Values
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Today's workforce is concerned that their organization makes a difference in the world. Knowing that their employer makes a positive impact on the community leaves most employees feeling good about their jobs. Low-cost and effective methods of strengthening community and employee ties include matching financial donations to nonprofits and allowing time off for community service. Also, in these times, donating items for US troops overseas is a great way to show community support.

Show Compassion
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Managers often worry that staff members don't want them "interfering" in their private lives, but when people are hurting they appreciate whatever assistance is offered.

Treat employees with respect
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While working in teams, it's easy to forget that each employee is an individual. You can recognize individuality in a variety of ways" you could publish news about an employee's participation in a trade or professional association in your company newsletter. Or perhaps those who work the night shift may be inspired by having their picture on a poster that is prominently displayed. The possibilities are endless.



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Bulls-Eye!
How to Effectively Communicate Performance Targets
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Performance reviews. They are perhaps the most hated routine in the business. What should be viewed as an opportunity to enhance employee performance is often viewed as a dreaded mandatory task. So, what gives?

More than likely the dislike toward performance reviews stems from a lack of communication and feedback. In many cases, employees rarely know the specific standards their boss expects them to meet. As a result they just keep working from day to day until year-end when they receive a surprise "thumbs up" or "thumbs down" in their review.

If this scenario sounds familiar, take note of the items below" they are common barriers that stand in the way of a productive performance review.


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Forms often equal frustration
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Ask employees the first thing that pops ino their head when you mention the term "performance review." More than likely, that first image will be paper. Forms, checklists and ratings often act as the usual suspects in annual reviews. These pieces of paper turn what might have been a natural, helpful conversation into an awkward, anxious inspection. While some documentation may be necessary, try not to go overboard on the paper. Use forms to confirm that a review has taken place" not as a tool for the review itself.


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If You Delay There Will be a Price to Pay
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The face and nature of work has changed. No longer do we work in a year-by-year environment. Today's employers expect workers to be driven and action-oriented. They want results and they want them now! With this mantra in mind, it's no wonder that the once-a-year performance review isn't always successful.

Employees need feedback about their work on a regular basis, not just at review time. What good comes out of discussing an event that took place several months prior? Keeping the communication lines open year-round will help create a more meaningful and open dialogue come review time. Managers can build feedback into routine meetings and memos. They can also learn to deliver feedback through email and voice mail.


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Money Doesn't Equal Feedback
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Pay and feedback are not related. A raise is a transaction about how much money one should be paid to do a job. Feedback is a meaningful conversation. Pay is related to marketplace economics and skills. Feedback is related to the success of your employees and thus and your customers.

While it might be difficult to alot the time, schedule different sessions for reviews and raises. People who want a raise can present evidence that they've acquired a new skill or had an experience that the market would reward with a salary increase.


"Honest disagreement is often a good sign of progress."
-Mahatma Gandhi


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The Top Ten Worst Visitors in a Healthcare Facility
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10. The woman who walks through the halls of the facility talking on her cell phone loud enough for everyone on the floor to hear.
9. The visitor who ate all his father's food then rang the nurse to say that the patient was still hungry and needed another tray.
8. The visitor who acts like the hospital is a Hilton" ordering extra food trays for everyone, requesting amenities, drinks, etc.
7. The son who emptied his mother's colostomy bag into the wastebasket.
6. The visitor who claims he/she doesn't know how to get in touch with the patient's family to ask them how the patient is doing and then becomes enraged when staff quotes HIPAA laws to him/her. (Maybe if you don't know how to get in touch with "Uncle Jimmy's" family, you don't know him well enough to be visiting him in ICU!)
5. The wife who thinks she's entitled to take the facility's cleaning supplies, sheets, pillows, etc. because she's paying for her husband to stay there.
4. The elderly wife of a patient, who keeps turning off her husband's continuous gastric feeding because, "He never eats this much a home."
3. The grandchildren of a patient who insist upon using their grandmother's portable IPPB machine as a scooter in the hallway.
2. The husband who keeps sneaking in chocolates for his newly diagnosed diabetic wife.
1. The man who never actually visits his mother, but calls twelve times every shift to criticize the nurses, the doctors, the food, and anything else that comes to mind.