EXPLORE - Spring 2015 - (Page 14)

FEATUrE leAdershiP in educAtiOn Best Practices for a Strong Foundation By Colby C. Morris, CHESP T here is a constant in health care that applies to us all, and it certainly will not change: training and ongoing education. This and the engagement of our staff in those activities are areas where we're continuously trying to stay on top of tracking, pushing, completing, and coaching. There are many ways that we've tried, and we've learned over time that some ways are more effective than others. So, if you are struggling with this part of the job-or have found struggles in keeping staff engaged and accountable-you are not alone. Here, I'll share best practices that I have learned along the way and borrowed from some great leaders. Plan for Success Track Progress In the quest for success, you have to plan for success. Training may seem like an easy task if you are working with a smaller staff. Even then, the lack of a plan can be the cause of chaos. Those who have a larger staff certainly must have a plan of action-a way to track your staff's progress. Here is how we generally break down mandatory ongoing education requirements. First we break the staff into segments or groups. You can do that alphabetically, by ID number, or even by position type. Then breakdown mandatory educational topics by section. However you decide to do it, make each section manageable. To add to the mix, add deadlines to each section for each group to follow. If you have assistant managers or supervisors, have them oversee the different groups. They each can manage their own process. Make sure to have them stay on course with the given timeline. Of course, account for those out on PTO, FMLA, etc. Be consistent with scheduling the training with others who are on a more consistent schedule. Be proactive and know who is coming and going, and when. It's important to schedule whether they'll have to complete training before or after their scheduled leave. Be sure to track completion every time something is accomplished, and do it graphically for all the team to see. Share everyone's progress, and do not underestimate the power of competitive nature. "Only by being visible will your staff trust you enough to be engaged." 14 www.ahe.org I EXPLORE I Spring 2015 Make it habitual For additional buy-in, make ongoing training and education an everyday routine. Train every day, teach every day, and make it a habit. Calendar it in, and plan ahead to be consistent. If you are only training when it is mandated, you are already behind the curve. This has to become a part of your culture, a part of your leadership DNA. It should be an expectation of not just yourself, but of your staff as well. recognize high Performers Make sure that you have identified high performers who you trust to educate their peers. By creating a train-the-trainer program, you can build up and train those high performers to be comfortable to present to their peers. They should have the confidence that you support their efforts and hold them in high regard. They need your LEADERSHIP continued on page 18 http://www.ahe.org

Table of Contents for the Digital Edition of EXPLORE - Spring 2015

Message from the President
Engaging and Propelling Environmental Services
Empowering Frontline Staff
Learning is Continuous
Leadership in Education
Five Creative Ways to Keep Training Engaging
Meet a CHESP
AHE News & Updates

EXPLORE - Spring 2015