November 2004 Newsletter **********************************************
IN THIS ISSUE: Communication Corner" Being assertive The Leading Edge" Management by walking around News You Can Use " Presenting your ideas to upper management Just for Fun" Resume blunders
Listen and Then Be Heard" How to Become More Assertive Do
you have trouble saying "no" to your co-workers? Do you ever feel like
a doormat" like people walk over you whenever they please? Do you tend
to avoid certain people because you feel you don't have the strength to
stand up to them? If you answered "yes" to any of these questions, it's
time to become more assertive.
Being assertive means you have
the ability to confidently express your opinions, feelings,
attitudes, and rights. When you are assertive, you express yourself
clearly, but in a manner that doesn't violate the rights of others. If
you're not used to being assertive, you may feel that you're being
pushy, or perhaps that you may lose valuable work relationships,
however this couldn't be further from the truth. On the contrary,
assertiveness can actually strengthen relationships, reduce stress,
improve your self-image, and make you more successful. In fact, being
assertive in your healthcare organization can help:
" reduce confusion and misunderstandings " communicate your vision and goals " persuade others to rally around an idea or program
If
you're lacking the self-confidence and/or skills to be assertive, don't
feel bad: being assertive isn't always easy. Legitimate fears and
concerns such as retaliation, "rocking the boat", and a desire to
constantly please others can block the path to clear, assertive
communication. While it may take some practice, the good news is that
you can learn to be assertive. The tips below will help you incorporate
assertiveness into your daily routine.
Think before you speak.
Perhaps the last time you tried to be assertive, you just blurted out
the first thought that came to your mind. As a result, what you said
didn't sound how you intended, and you are now reluctant to speak your
mind for fear of sounding stupid in front of your peers. While this is
an unpleasant outcome, just remember that it happens to everyone, and
it shouldn't hinder you from speaking your mind. In situations where
you feel you're being too quiet, ask yourself why. Are you being quiet
because you have nothing to add, or are you being tight-lipped because
you fear what others will think of you if you speak? If you really have
nothing to share, perhaps it is best that you remain attentive and
listen. However, if you have a valid concern, you need to gather your
thoughts and prepare to speak. Before sharing a thought, take a moment
to identify your opinions and intentions" this should help you
communicate more clearly and effectively.
Get specific. The
more specific you are, the more in control you appear. If you are
trying to relay a message, or need something done, don't be vague and
say something like, "When you have a chance, I need you to finish the
schedules." Rather say, "I need next month's schedules finished
and to me by 10 a.m. on Friday." By providing specifics, you're clearly
stating your wishes, and thus preventing any wiggle room for the other
person to get out of the task you have presented to them.
Ask
for details. If a co-worker or boss has asked you to do something
unreasonable, request that they give you more information. When they
provide you with a more detailed explanation, this should help you
better understand the request, and give you the confidence to either
say yes or no.
Be factual, not judgmental. People may question
your opinions, but it is much harder for them to second-guess cold,
hard facts. So, when you're trying to be assertive, stick to the
factual information in front of you. For example, if you feel someone
is slacking off on the job don't say, "you have a poor work ethic"
instead say something like, "three patients have not received their
medication, and we're already behind of schedule." By pointing out the
actual results of their work, you're assessing the situation, and not
necessarily labeling the person as a bad worker" this kind of
objectivity is the very essence of being assertive.
Get the
word out. Remember that your co-workers are used to you behaving in a
certain way. They may be caught off-guard and/or confused when you
change your communication style. So, why not tell others up front what
you're trying to do? For example, you could say, "I haven't been
speaking as clearly as I would like, and I'm trying to work on that, so
if you notice any differences in my communication style, that's why."
Lastly,
if you're having difficulties being assertive, you may first want to
try it with complete strangers. Perhaps a salesperson at the mall, or a
telemarketer can act as your "guinea pigs." Once you become comfortable
with assertive behaviors in less threatening situations, you can crank
it up a notch and use them at the workplace.
"Never
be bullied into silence. Never allow yourself to be made a victim.
Accept no one's definition of your life; define yourself." " Harvey Fierstein
Out and About" Management by Walking Around The
old school of thought concerning leadership and management often
promoted the idea that senior executives were off limits. They were to
be enclosed in their own posh offices, isolated from the "rank and
file" employees. Boy, do times change! The best leaders of today
consistently interact with their employees. They know that by doing so
they not only build rapport and relationships, but they also discover
the challenges and issues their employees face on a daily basis" a
critical piece of knowledge when it comes to maximizing a healthcare
organization.
Can it really be this easy?! Management by
walking around (MBWA) is as simple as it sounds. By merely walking
around, you can increase your department's morale and productivity.
This approach allows employees direct access to the boss and frequently
generates high levels of spontaneous, creative synergy because
employees and the boss can freely and casually exchange ideas.
Some other benefits of MBWA include:
Camaraderie.
When you elect to walk around and get to know your employees on a more
personal basis, your employees will see you as a person, not merely as
a boss. In addition, as you get to know your employees, you will be
able to form your own opinions about them, as opposed to having to rely
on hearsay.
Trust. Without the trust of your employees it is
very difficult to lead. When you're physically visible to your
employees, you're showing that you care about what's going on in the
workplace. This approach most definitely builds trust.
Wisdom.
If you wait for people to come to you with issues and concerns, only
the small problems will be revealed. However, if you make an effort to
get out and see operations firsthand, you will discover the problems
that could potentially spell disaster. After all, the major problems
are usually where people don't realize they have one in the first
place. MBWA will help you learn departmental accomplishments and
strengths as well as their needs and concerns.
Self-Accountability.
MBWA will help keep you accountable. When you're out talking to your
people face-to-face, you will feel uncomfortable seeing them again if
you haven't addressed their concerns.
How Do I Start? Part
of the beauty of MBWA is that there is no set formula. The main idea is
to just remain visible and accessible to your employees. That being
said, there are a few tips and guidelines to keep in mind:
" Be
personable. Always try to praise your employees in public and keep any
critical feedback in private (you don't want employees hiding when they
see you making the rounds because they're fearful of what you may say).
"
Be consistent. You need to pre-determine how much time you're going to
devote walking around, and more importantly, you need to stick to that
commitment. This approach works best when a manager consistently spends
time on the floor with the employees or in various employee offices
each day.
" Be authentic. This approach must be compatible
with your style. Be yourself when you're making the rounds. Employees
will see through you if you are putting on an act.
Remember,
as much as healthcare professionals love their autonomy, they also
don't want to be ignored. This approach takes time and effort, but the
end result can be seen in the form of valuable connections and feedback
from your staff. Ultimately, managing by walking around is not time
spent" it's time invested.
"An appeaser is one who feeds a crocodile--hoping it will eat him last." " Winston Churchill
Got Ideas? How to Effectively Propose Them to Upper Management
Do
you have an innovative plan that you think could greatly benefit your
healthcare organization? Do you have thoughts that go unspoken because
you don't know how to approach the decision makers who can make it a
reality? Plain and simple, even if you have a great idea, it can be
shot down because you don't know how to effectively communicate it.
No
doubt about it, communicating with upper management can be tricky.
These individuals are extremely busy fulfilling the goals and vision of
the organization. Squeezing into their schedule for a meeting or even a
brief chat can prove to be a big challenge all on its own. That's why
when you do have their time, it's critical to relay your plans and
thoughts efficiently and clearly. Easy enough, right? OK, maybe not.
Here are some tips to help.
Learn the lingo. When you
communicate to upper management, remember that in many ways managers
speak a different language. In meetings or informal groups, listen
carefully to the decision makers you want to influence. What are their
primary issues and concerns? What are their current buzzwords? Once you
learn that language, you can translate your ideas to them more
meaningfully.
Do your research. Before you present your ideas to
senior management, take the time to develop support from a variety of
people who might be affected by them. Begin by chatting with peers and
middle management. By gathering their input, you can gauge what flies
and what needs to be worked on. Also, by eliciting and addressing
concerns in advance, you can make sure that your idea will not be shot
down the moment you present it. Ultimately, this strategy will allow
you to go to upper management with the confidence that the idea has
been tried and tested.
Think of others before yourself. The
key to persuasive communication is the ability to demonstrate what's in
it for your listener as well as for the rest of the organization. If
your idea is a method in which you will be the only one to gain, it's
probably not going to sit well with management. You have to ask
yourself, "what's in it for all parties?" How can they benefit from
your plan? If you can prove that your idea will help the organization
as a whole, you'll definitely secure upper management's attention.
While
you should never fear talking to upper management, you should always be
prepared and ready to state your case in a clear manner. By
incorporating the tips above, you will be able to knock the socks off
your senior executives the next time you talk to them!
"When humor goes, there goes civilization." " Erma Bombeck
Help Wanted! Resume Errors & Faux-Pas
Your
resume should be a reflection of your professional achievements. It
should be flawless, concise, and crisp. With that in mind, you may want
to scream, "what were they thinking?!!" after reading some of the
excerpts below. As reported in Fortune magazine, they are taken from
actual resumes:
"I have lurnt Word Perfect 6.0 computor and spreadsheet progroms."
"Reason for leaving last job: Maturity leave."
"Wholly responsible for two (2) failed financial institutions."
"It's best for employers that I not work with people."
"Let's meet so you can "ooh" and "aah" over my experience."
"You will want me to be the Head Honcho in no time."
"Am a perfectionist and rarely if if ever forget details."
"I was working for my mom until she decided to move."
"I am loyal to my employer at all costs" please feel free to reply to my resume on my office voicemail."
"Reason
for leaving last job: they insisted that all employees get to work by
8:45 every morning. Could not work under those conditions."
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