Senior Healthcare Leaders: Are You Truly Helping Your Front-line Managers?

MGMA 2015 close-upEarlier this month I had the privilege of attending the MGMA (Medical Group Management Association) national convention in Nashville where I presented Engaging & Inspiring Your Healthcare Teams. I am a member of MGMA and, as I expected, had a terrific time and met many capable and dedicated healthcare leaders.

And while it was inspiring and informative at multiple levels, I noticed something interesting about the content.

It was heavily related to solving the problems senior healthcare leaders need solved. Continue reading

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Employee Engagement: Defined and Debunked

employee_engagementHaving spent many years designing and delivering leadership training for managers specifically tied to influencing employee engagement, I’ve encountered all manner of engagement “experts.” In fact, I’m finding it’s rare to meet a speaker, author, blogger, coach, or consultant who doesn’t claim to have expertise in this area. It also doesn’t help that there is widespread dispute as to what employee engagement is and how to leverage it to improve performance. Much of this is driven by competing interests. Google “employee engagement” and you’ll find hundreds of organizations each with their own definition, their own assessment tool, and their own team of experts with a solutions package that **“gets results!”**

(And yes, I did just use “Google” as a verb. It’s sort of been a thing since about 2011.)

So here, dear reader, for the purposes of clarification and education, is a quick primer on what employee engagement is, what it isn’t, and why you should care about it. Be warned though: along the way you’ll have to endure some terribly boring terms like key performance indicators, metrics, and quantifiable. I promise to use them sparingly.  Continue reading

Are You Sharpening the Saw?

CoveyIn Stephen Covey’s transcendent book The 7 Habits of Highly Effective People he says this about “sharpening the saw:”

Sharpening the saw means preserving and enhancing the greatest asset you have–you. It means having a balanced program for self-renewal in the four areas of your life: physical, social/emotional, mental, and spiritual. Here are some examples of activities: Continue reading

3 Things All Leaders Chase

1_2_3-Leadership-SkillsWhat’s the difference between a manager and a leader? This is a question I often use for discussion in workshops and it’s one that’s been written about almost endlessly. One difference, simply put, is that leaders pursue the development of their leadership capabilities and managers do not.  Managers are content to manage processes, systems, tasks, or projects.  Leaders embrace the people-facing “soft skills” they must develop to influence and affect change. More specifically, I think leaders are those who spend energy cultivating 3 things: knowledge, practice, and courage. Continue reading

You Need a Mentor. Here’s How to Get One.

Mentoring is always a popular topic when it comes to leadership development.  Mentoring, in it’s traditional form, provides the chance for lesser experienced professionals to develop a relationship with established or senior leaders in the same organization, profession, or region. When a mentoring relationship is working properly the mentee is gaining guidance, perspective, and knowledge from a trusted and capable advisor. The mentor is enjoying the opportunity to challenge, nurture, and develop another person, sharing their wisdom along the way. Continue reading

Did You Know…?

Did You KnowDid You Know is a collection of fun and functional facts for leaders. Here we go…

  • In 2011 only 1/3 of leaders and HR professionals rated their leadership development highly effective.
  • Only 8% of CEOs measured how their development programs helped improve business performance.
  • 22% of staff turnover occurs in the first 45 days of employment.
  • There are 293 different ways to make change for a dollar.
  • 98% of professionals believe working with strong coaches and mentors is an important part of their development.
  • In the U.S. the lost productivity of actively disengaged employees is estimated at over $450 billion annually.
  • 70% of engaged employees indicate they have a good understanding of how to meet customers  needs. Only 17% of non-engaged employees say the same.
  • 65% of engaged employees are advocates of their organizations. This is true for just 3% of disengaged employees .
  • 75% of employees voluntarily leaving a job indicate they are not quitting their jobs, they are quitting their bosses.
  • Companies with large numbers of dissatisfied workers experience greater absenteeism and lower productivity.
  • 72% of U.S. workers are not fully engaged in their work.
  • 1 in 4 workers intends to leave their organization for another opportunity within a year.
  • 69% of employees say they would work harder if they were better recognized.
  • 84% of managers say they don’t know how to accurately measure team members.
  • Among a list of valued employee benefits, “Training and Development” ranked number 1 among managers in 2012.
  • 36% of managers indicate they need to develop coaching and mentoring skills in the year ahead.
  • It is claimed that Cary Grant started the trend of placing a mint on a pillow in hotels. In an attempt to woo a lady, he had the bell hop let him into her room and placed a mint on a pillow with a calling card.

Sources for all DYK facts are available.  Just ask!