HR Pulse - Spring 2009 - (Page 25) Always leaders tap into that core feeling of making a difference by the way they communicate, what they reward, and how they lead by example. evaluate their own skills and seek out new ways to learn; they ask their supervisors if they are on track, what they are doing well, and what they could do better. 3. An Always leader uses evidence-based leadership tactics, when appropriate. An Always leader follows best practices in hiring, retention, comAn Always Leader What does an Always leader look like? munication, reward/recognition, re-recruiting high and middle performers, and dealing with low performers. 1. An Always leader has a plan! High-performing organizations and their leaders employ leader performance evaluations that are measurable, specific, objective, weighted, and time-sensitive. The goals set forth in the individual leader’s evaluation are linked to the organization’s overall goals. A good, measurable, specific goal aligns the leader’s behavior to the expectations of the organization. Most leaders really appreciate an evaluation like this because it helps set priorities and tells them in advance what is necessary for success. Leaders want to know how they are doing and what else to do to succeed. High-performing organizations use monthly report cards and 90-day plans to help leaders prioritize all that is on their plates. Thorough evaluations provide roadmaps for leaders and keep them focused on what is important. Leaders are pulled in many directions at the same time. A proper evaluation tells them where to focus their time. A sound evaluation system allows senior leaders to continuously monitor performance and provides for organizational agility. 4. An Always leader has a balanced approach. Many organizations balance priorities and activities between the focus areas of Service, Quality, People, Financial Performance, Growth, and Community. All too often our staff members think that leaders are only concerned about financial results. 5. An Always leader connects the dots consistently to purpose, worthwhile work, and making a difference. Many of the staff members we work with have a calling—they choose to come to work every day because of the special feeling they get while taking care of patients or taking care of those who take care of patients. Always leaders tap into that core feeling of making a difference by the way they communicate, what they reward, and how they lead by example. Methods include sharing stories from other parts of the organization that demonstrate worthwhile work, recognizing staff members when they exhibit the behaviors we know make a difference to our patients. Always leaders use every opportunity to connect to the hearts of their staff. Our patients entrust us with their lives, and that is special. We should take every opportunity to tell and show our staff members that what they do is important. 6. An Always leader follows a sequenced approach to improvement. Most everyone reading this article is familiar with CPR (Cardio-Pulmonary Resuscitation). If you were faced with a situation where CPR was necessary, you would follow the ABCs of CPR, right? First is airway, then breathing, then circulation or Dos and Don’ts of Always Leadership Do use measurable, specific, objective, weighted, and time-sensitive performance evaluations. Do rounding first on staff and patients to role model desired behaviors. Do seek out feedback, assess your own skills, and look for new ways to learn. Don’t wait for your supervisor to advise training. Don’t forget to connect to the hearts of your staff and show them that what they do is important. Don’t let your contributions go unnoticed within the organization. 2. An Always leader takes accountability for his/her own development. Health care is getting harder, and we need to continue to strengthen our leadership muscle; an Always leader does not wait for the boss to prescribe training. Always leaders HR Pulse Spring 2009 ▲ 25
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