"You take this job too personal." As an inexperienced CEO at the time, I was offended by this comment from a resident. Over the years, however, I've started to embrace it.
The little things really do make a difference and today's blog is proof. In the spirit of the "busyness" of the day, I thought I'd share little leadership bits that make a huge difference.
An interesting phenomena occurred Tuesday when we asked providers for the toughest part of complying with Phase 2 provisions of the Requirements of Participation.
I have heard nursing leaders refer to their nursing staff as their children. I think this can be good if it is in the context that your staff is like family. But I think it can be damaging if you feel you need to "parent" your staff.
Consider this truism: Your facility outcomes will never outperform the effectiveness of how your leadership team leads.
We need to recognize that leadership in our world must expand beyond formal titles. We work in a field where leadership is necessary 24 hours a day, not just the hours the offices are open.
During the course of a day, each of us have the opportunity to let leadership moments slip by. Good news: We also have the opportunity to take advantage of leadership moments.
Leadership development goals certainly aren't simple. If they were, we would have many more enlightened leaders out there. The good news is there is always time to start.
When you have team members committed to growing and learning more as leaders ... leadership conversations have to happen. Here are some resources and ideas about them.
Consider this time of the year as a time to make your expectations clear. Make your expectations clear for your teams but also include leadership expectations for yourself. Leadership expectations are different.
The best lessons in life are often learned through the stories we share. The most meaningful moments, good or bad, are captured and remembered by the tales we tell.
As a leader, you should do the right thing, and if you don't know the right thing to do, do what you feel is most right. Stop overthinking it.
I started the week doubting myself but I eventually forced a better mindset, which led me to listen closely to a conference keynote speaker. He spoke on the power of purpose and reaffirmed in me that doing the right thing well WILL make a difference.
All anyone expects you to do is show up, be your best possible you, and come back tomorrow and do it all over again.
Effective leaders leave powerful clues.
The older I get, the more I tend to rely on frequent phrases. It's my dad in me ... he has many phrases, some of which I've shared in this blog ("Lighten up, Francis.") from time to time. Now I find myself using phrases to drive points home. But I might need to come up with a few new ones.
Did you sign a contract to be perfect? I don't recall signing one, yet as leaders we are held to a higher standard, sometimes so high it's unachievable. Perfection rarely is.
Disclaimer: This is not scientific. I can, however, tell you I believe this notion to be true based on the hundreds of leadership conversations I've had, or haven't had.
How do you continue to be a strong leader when you are feeling personally attacked or hurt by another person who claims to be a leader? It's a great question to ask your work teams. Answers are not easy to give or judge.
The people you trust the most, hopefully, are the ones that can lay the heaviest of truths on you. In other words, they can point out your weaknesses in a way you will respond to. Sure, it might hurt, but you know without a doubt it's coming from a good place, and ultimately they want you to become a better person or leader by sharing with you.
Federal lawmakers often seem to look down on aging care professionals, but it might not be long before they're looking up to them to learn how to get things done.
It's OK to admit it: Competition, even if it's with yourself to do better, be a better leader, is encouraged and we should embrace it. So here are my confessions about it.
As we circled in the air over Chicago on Wednesday to hear, "Sorry, folks, we have to go back to Indianapolis because the rain is too heavy for us to get into Chicago," I thought to myself, "Great, this is where the hangover begins."
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.