To build a courageous pathway for their organizations, long-term care leaders need to have a clear vision of what they want the future to be — for themselves and those they want to lead. Then, they have to remove what appears to be "fabricated evidence" that tends to snap a person back into usual patterns or decisions.
Too often we study, coach, teach, but then do we practice and make leadership a habit? I would argue that holding ourselves and others accountable is the most difficult challenge we face, and one that we all face every day.
Sure, in our field we deal with life and death. There are days that we are dealing with tough stuff. There are also those days, however, when we take ourselves and our work way too seriously. We need to step back, pause and even laugh to get through the day.
Sometimes a true leadership conversation is all you need to get yourself back on track.
As leaders, if we don't give our teams the ability to dream bigger than they ever have before, they never will. I hate the word "permission." It's more than granting them permission — it's challenging them in a way many of them have never expected to be challenged before.
Every once in a while a leadership principle that you have held on to tightly for years gets turned on its ear.
I started my nursing career in a very busy teaching-hospital operating room. I loved the excitement, the anticipation of the surgeon's needs. But what I didn't love was the utter disrespect many of the surgeons had for the nursing staff.
Here is my "I was just on vacation" blog. What could this possibly have to do with leadership? Well, everything.
It seems that now more than any other time I can remember, people younger than I am are getting a bad rap. Is it deserved? Some thoughts on that, and how we can be good leaders to work around such problems.
Not everyone who works in long-term care considers himself or herself a leader. This begs us to ask the next question: Is this OK?
While I couldn't be everywhere during LeadingAge, to the best of my knowledge new executive and president Katie Smith Sloan didn't walk across the stage to the tune of a Chimamanda Ngozi Adichie quote and a backdrop that said feminist, a la Beyonce.
A trip back to high school this week helped me remind myself, and students, of three of the most important leadership principles for anyone in any profession.
If there were a bucket full of all the leadership lessons in the world and you could pull out only one skill to master, it should be the ability to listen. I used to think early in my career the number one skill to be an effective leader was to talk or communicate well. Wrong!
I think we've all had days where we come home from work and want to hide under the covers. We've also had days when we feel on top of the world. They key, I recently learned, is knowing how to become a resilient leader.
Being a leader means allowing the work to happen in an environment that's exciting and fun. I believe too many people simply choose to be miserable.
Have you ever considered leadership a negative word? Chances are no. All of the books we read, articles we Google, and leaders we aspire to be like are positive. So what about those days where people are just stupid? How do you motivate them when you don't feel very motivated yourself?
Anyone who knows me knows that coaching and mentoring are joys of mine. Spending time with our teams and encouraging them to become self-reflective and more self-aware is something I live and love to do. Recently, I was reminded I need to take my own advice.
I find the show "So You Think You Can Dance" interesting. Wait, "interesting"? Maybe that's not strong enough of a word. I love to dance. I love to dance in a safe environment, and when I say safe, I mean I have an appropriate amount of liquid courage in order to have "Moves like Jagger."
A number of internal promotions and a few staff acquisitions from a Health and Human Services' insurance unit highlight a series of leadership changes at the Centers for Medicare & Medicaid Services, it was announced on Monday.
Working too long and too hard is a common occurrence, but it's quite simply wrong. The number of hours you put in on the job does not measure your passion or commitment to your work.
We recently joined an ACO with the hopes of delivering a collaborative health care model that will bridge the gap between physicians, hospitals and skilled nursing providers to offer high-quality coordinated care to area seniors.
If there's one critical tool to becoming an exceptional leader, it's not drive, smarts or even likeability. It's the ability to listen.
What type of nurse leadership style works best, and how does it affect quality of care and outcomes?
Every year, the Centers for Disease Control and Prevention publishes a list of the leading cause of death in men and women in the United States. Presumably, one goal in publishing the data is to alert us of the hidden dangers, and ultimate outcome, certain lifestyle choices can have on our life. After assisting with the recruitment, training, and development of over 100 administrators-in-training in recent years, I've had an intimate view into what leads to their successes and also what has led to failures.
Q: There's an upcoming survey visit in my facility. Any suggestions on how to calm the atmosphere? A: The director of nursing sets the tone for the nursing department. Be even more present on your units; check about patients and systems with a tone of both inquiry and support.
Day in and day out, people are focused on their daily routine. They take care of what they need to do and sometimes don't look further than their current role. No matter whom we are or what our career, we all need leaders and mentors both privately and professionally in our lives. Our parents, our friends, our supervisors, our peers; these are just a few of the groups of people that represent leaders and mentors.
We live in a nation that worships people associated with success. We tend to name buildings, highways and even states after such high-level achievers. Perhaps rightfully so. They are the few who show the rest of us what the so-called right stuff is all about.
My ADON, although smiling and seemingly cooperative, talks about me behind my back and is very critical of my leadership. It's creating an atmosphere of tension and conflict. Do you have any new reference tools to address this issue?
Comprehensive nursing assessments and data monitoring tools from COMS Interactive provide critical help to the CommuniCare Family of Companies, according to Chief Medical Officer Matthew Wayne, M.D.
I have three leadership positions open in my facility and I just can't seem to find what I am looking for. Any suggestions?