HR Pulse - Spring 2009 - (Page 26) HOW TO BE AN “ALWAYS” LEADER compressions. It is understood that you may never get to compressions if you cannot open the airway. Why? Because the compressions would not be as effective. The same thing applies to leadership in many ways. For example, we know that hourly rounding is a wonderful tool for reducing decubitus ulcers, falls, call lights, and the distance nurses travel during a shift, but we usually do not recommend it as the first tactic to employ. We usually first recommend rounding for outcomes on your staff and nurse leader rounding on patients before hourly rounding. Why? Rounding on staff and patients by the leader first role models the desired behavior. It helps the leader show an awareness of the issues on the unit and what patients want before asking staff to do it. Rounding on staff helps improve the personal relationship between the staff and leader. Leaders find out what tools and equipment needs there are on As health care leaders, it is our responsibility to move our organizations from Sometimes to Always. The journey will be hard work, but it is achievable if we use proven tools and techniques to guide us. the unit, discover what is going well, and can reward and recognize staff for demonstrating desired behaviors. When leaders do rounding consistently, staff members are less likely to push back. 7. An Always leader takes best practices and standardizes them across the organization. These leaders are trying to find ways to do their jobs better and get great outcomes. In many organizations there are leaders already getting the desired results (e.g., low turnover, great productivity, high service), but for some reason, those results are not well known throughout the organization. Or sometimes other leaders in the organization are aware that an individual is getting great results, but there is a reluctance to do the same things. An Always leader breaks down those silos and barriers and duplicates what is working well. As organizations move to improve results, changing the behavior of hundreds or thousands of staff members is very hard to do. The easiest thing we can do is change our own behaviors first. That requires a good, long look in the mirror. As health care leaders, it is our responsibility to move our organizations from Sometimes to Always. The journey will be hard work, but it is achievable if we use proven tools and techniques to guide us. ■ Bob Murphy is a coach and national speaker with the Studer Group. Before joining the firm, he served as a registered nurse, department leader of Emergency/Trauma Services, quality leader, chief operating officer, and administrator at various health care organizations. For more information, visit www.studergroup.com. Call us at 866-843-9555. www.constangy.com Class Action Defense • Litigation Prevention • Labor Relations • Employee Benefits OSHA • Wage Hour • Immigration • Affirmative Action 26 HR Pulse 411998_Constangy.indd 1 Spring 2009 12/17/08 11:47:26 PM http://www.constangy.com http://www.studergroup.com
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