Being Assertive Management by Walking Around Presenting Your Ideas to Upper Managment Resume blunders
Nov 01, 2004
Solutions

November 2004 Newsletter
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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."