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    Shine! Healthcare Leadership Distilled: Increase Your Bottom-Line Through Improved Leadership
    Shine! Healthcare Leadership Distilled: Increase Your Bottom-Line Through Improved Leadership
    Shine! Healthcare Leadership Distilled: Increase Your Bottom-Line Through Improved Leadership
    Ebook177 pages1 hour

    Shine! Healthcare Leadership Distilled: Increase Your Bottom-Line Through Improved Leadership

    By Matthew J. Hess MBA MA, SPHR

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    About this ebook

    Healthcare has a history of promoting employees because they excel in their clinical role. Yet
    when they move into a leadership role they often lack the training to make those around them
    better. Matt has the insight, creativity and tools to teach managers to become leaders who
    positively impact their organizations.

    Michael C. Patterson
    CEO with 30 years experience with American Medical Int., Tenet, CHS, and not-for-profit



    SHINE! offers a unique perspective on leadership dynamics that specifically outlines the
    tools and skill sets necessary to master leadership roles. From explaining the fundamentals of
    leadership to identifying and exploring the intimate details necessary for leadership growth
    and development, Matt has created a complete and comprehensive guide that is a must read
    for new and seasoned leaders who wish to be the best leaders they can be. In 30+ years of
    healthcare management, SHINE! is the best resource available for aspiring leaders to become
    great leaders no matter their area of expertise.

    Dr. Ronald J. Rejzer
    President of Physician Practices, Administrative Director of Hospitalist programs, and CMO for
    many prominent healthcare organizations



    Over my career Ive seen a major deficit in leadership training. Often the best clinical
    applicant is promoted and expected to become a leader on the job. Matt has developed
    a concise leadership system that provides MBA quality tools in a nutshell. I recommend the
    SHINE! Leadership Academy to any facility that is seeking a cost-effective approach to better
    leadership.

    Tom Thompson
    CFO for 25 years with HCA, Lifepoint, Epic, and other for-profi t hospitals



    As a participant in the SHINE! Leadership Academy, I gained valuable insight into the
    complexities of healthcare leadership which immediately translated into more confidence and
    effectiveness from me and improved satisfaction from my employees.

    Jude Ziolkowski
    Doctor of Pharmacy, BCPS Director of Pharmacy Services
    LanguageEnglish
    PublisherAuthorHouse
    Release dateNov 12, 2012
    ISBN9781477285732
    Shine! Healthcare Leadership Distilled: Increase Your Bottom-Line Through Improved Leadership
    Author

    Matthew J. Hess MBA MA, SPHR

    Matt believes that everyone wants to SHINE! and his mission is to help healthcare organizations and their employees flourish so that patients receive better care and quality outcomes. He has worked as Director of Human Resources in hospitals and other healthcare settings for ten years. In addition, he has taught business, human resources and general curriculum courses at various universities for twelve years. Currently, he is an adjunct faculty member at Concord University’s School of Business. He has been married to Amy Hess for twelve years, (who is studying to be an elementary school teacher.) They have two sons, Hayduke and Jude, who are ten and nine years old. Matt enjoys coaching his sons' basketball, football and baseball teams in his free time.

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      Book preview

      Shine! Healthcare Leadership Distilled - Matthew J. Hess MBA MA, SPHR

      © 2012 by Matthew J. Hess MBA, MA, SPHR. All rights reserved.

      No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

      Published by AuthorHouse   11/07/2012

      ISBN: 978-1-4772-8574-9 (sc)

      ISBN: 978-1-4772-8573-2 (e)

      Library of Congress Control Number: 2012920421

      Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

      Certain stock imagery © Thinkstock.

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      CONTENTS

      Chapter 1

      Diversity and the Changing Management Paradigm

      Diversity is an opportunity to develop new ideas with fresh insight.

      Element of Leadership #1—Different is not better or worse.

      Chapter 2

      Effective Communication

      You can’t argue, brainstorm or even respond until you know the other person’s point of view.

      Element of Leadership # 2—Stop talking and listen.

      Chapter 3

      The Differences Between Leadership and Management

      Requirements of leaders change all the time and the leader must adapt with those changes.

      Element of Leadership # 3—Leadership is like water. Management is like stone.

      Chapter 4

      Motivation

      Understand an employee’s motivation to help propel them to where they want to go. They must have input into their goals. The goals must be attainable, measurable, specific and challenging.

      Element of Leadership # 4—We must ‘Answer the Why.’

      Chapter 5

      Organizational Development, Change and Innovation

      Change and innovation need the proper environment; plenty of water, nutrients, and sunlight so the change takes root and grows. We can’t just sprinkle seeds in a dusty field and expect results.

      Element of Leadership # 5—Invest time, energy and effort at the front-end of change.

      Chapter 6

      Ethics and Recognition

      An ethical culture does not accidentally happen.

      Element of Leadership # 6—Recognize employees for behaviors you want to encourage.

      Chapter 7

      Employment Law and Interviewing Effectively—(Hire Hard so you can Manage Easy)

      Make the right hiring decisions so you can focus on staffing fluidity and teamwork. Take time at the beginning of the employment relationship to ensure you have the right person for the long term.

      Element of Leadership # 7—Hire hard so you can manage easy.

      Chapter 8

      Documentation, Investigations, Discipline and Appraisals

      Objectivity and non-bias are critical to gain trust and respect from employees.

      Element of Leadership # 8—A coin has two sides, but the value is in the middle.

      Author’s Foreword

      Shine! was developed from my belief that people want to be as good as they can be at whatever it is they do. People, given the right information, knowledge and skills will flourish. We all want to be great at something. Why not our world of work?

      Often employees are thrust into leadership positions which require management, organization, communication skills, and a general understanding of the world of interpersonal leadership. Too often in healthcare great people are promoted to their own level of incompetence. They are good, long-term employees; they get along with everyone and follow policy. These are great qualities in an employee; however, they are only a small component to outstanding leadership. In fact, we promote employees and they too often fail or struggle more than they have to. Administration looks around and asks, What the heck is going on? She was such a great employee before we promoted her.

      It is no different than asking the Director of HR to start IV’s. People would say, My gosh, he sure has a lot of vein bleeds. The Director of HR would ask, Vein bleed, what’s a vein bleed? Simply put, no one stopped to say to the Director of HR, Hey, there are a few things you may need to know about this whole starting IV’s thing. That’s what we do to people when we thrust them into a leadership role with no training. We set them and the people around them up for failure. We all know why employees most often leave employment—their direct supervisor. I believe leaders are made, not born. The equation is simple.

      Improved leadership 42002.jpg improved employee satisfaction 42464.jpg improved patient satisfaction 42008.jpg increased bottom line

      Leading people is about understanding what people do, how they do it, and most importantly why they do it. Shine! is the confluence of ten years’ experience as a Director of HR in Healthcare, twelve years in higher education; teaching a variety of business and human resource courses, and currently adjunct faculty at Concord University’s School of Business, as well as earning a B.A. in psychology, a Master of Arts in HR, a MBA and a Senior Professional in Human Resources (SPHR), certification.

      Shine’s! goal is to create better leaders so the employees that work for them can find satisfaction which, as we know, leads to patient satisfaction, and drives turnover down. Fluency in the department and organization will result in less turnover which leads to cut training, overtime and orientation costs. It is estimated that one employee turnover can cost an employer from $30,000 to as much as $60,000. Most importantly however, employee satisfaction and patient satisfaction will increase with well-versed managers who speak the same language and can use each other as resources. Shine! is the product of working with employees and leaders and learning in which areas they need the most education and a deeper understanding. I want to prepare employees to become leaders, and to help current leaders become better so the care they provide will improve and patient satisfaction will increase. It’s the right thing to do for the patient and the bottom line especially with CMS reimbursement and Obamacare pending and in full enforcement.

      Shine! is a finely tuned distillation that culminates in the Eight Elements of Leadership. It is a simple approach that has removed the superfluous aspects of business school and practice and left the most valuable information in a form that builds on itself with each chapter. There is one key idea from each chapter and these are the Eight Elements of Leadership. Shine! is intended to help leaders understand themselves and find their full potential, while teaching leaders to help others find theirs. We all want to Shine!—the leader, employee, patient, and bottom line.

      We, as leaders want people to find their self-actualization so they thrive, are satisfied, engaged and constantly looking for ways to improve, not just get through a shift. Each of the Eight Elements of Leadership is elaborated on within its respective chapter. People spend too much time at work to just get by, when what they really want to do is Shine!

      Chapter 1—Diversity and the Changing Management Paradigm

      A Brief History

      A changing work environment is inevitable. Often the greatest factor affecting the work environment is the actual workforce and how they view their worlds. Consequently, the largest variable that leaders face in a changing business climate is how they adapt to these changing perspectives. First, is a leader able to see and understand the changes in the environment? Are they able to see the changes in people as simply different, rather than inferior or superior? Second, can a leader apply what they’ve learned and adapt to these changes?

      The most important aspect to seeing these changes objectively is to understand what the changes are, how they happened and why they occurred. Often there are barriers between one generation and the next. Each generation builds their viewpoints based on different experiences in time. Because our experiences are so different, it isn’t uncommon for each new generation to view the up and coming generation negatively without considering that different isn’t always worse, it is just different. Below are common criticisms of Baby Boomers regarding Generation X.

      I don’t know what’s wrong with this generation, whatever you call it, Gen X, Gen X games, whatever. Their work ethic is terrible and they don’t care. They’re job hoppers and they’re only concerned with themselves.

      It even goes back to the WWII generation, (The Traditional Generation) that gave birth to the baby boomers.

      "They’re out of control, radicals, all they want to do is drugs and have sex with anything that moves. Where’s the modesty?

      You can’t get them to do any work.

      My gosh they stink, and that hair."

      Now, even today, we still hear the same sentiments being echoed by Generation X, about Generation Y.

      Generation Y, why is the question, why are they so lazy, and why aren’t they loyal? Why don’t they care about anything? Why can’t they work as hard as me? They don’t want to do anything except play video games and text message, why? Why do they feel so entitled? It’s ridiculous.

      It’s as if each generation can’t stop to remember how they were viewed and how they were treated, because with each new generation the same treatment they didn’t like is passed on to the up and coming generation. The key to remember is that the new generation is responding to the old generation and, most often, the things they didn’t like about it. As Jack White says, You can’t take the effect and make it the cause.

      There is a theme from generation to generation. It is that the generation in power is right and the generation who wants power is wrong and therefore must be subjugated for the continued power of the older generation. It’s a perpetual cycle that can only be broken through understanding and adaptability. Remember, one size does not fit all.

      Diversity is the spark of innovation and creativity.

      There are very clear reasons as to why these generations see the world of work differently; self-esteem, involvement, teams, empowerment and most importantly, a desire to balance work-life with their family and personal lives. The need for employees to look out for their own best interests and feel satisfied in their work life has become paramount in the business world. Generation X threw the ally-oop and Generation Y is taking this idea and slamming it home for the dunk. We can all learn from each other.

      The Changing Social Contract

      "The social contract of the past was an implicit understanding between employers and employees that hard work and loyalty would result in continued employment. This was prevalent in prior years. However, it does seem to be true that for a growing number of organizations, they cannot maintain this contract. The assumption that hard work and loyalty from employees will be matched by the job security provided by the employer is no longer as valid as it once was." (French, 51)

      Why the Social Contract Has Changed

      Globalization or the breaking down of trade barriers between countries started social contract changes. It became easier to do business in other countries. Because of globalization, outsourcing or moving operations to foreign nations increased and many companies took their manufacturing out of the U.S. due to lower wages. This left the U.S. economy stagnant and with a loss of good, strong, blue-collar jobs. The manufacturing sector was outsourced. As a result, labor jobs moved to places like China and an increase for technology and service workers occurred in the U.S. with the aging Baby Boomer population.

      The problem for many years was that the educational level of the U.S. wasn’t at the level needed to perform the knowledge jobs that slowly replaced labor jobs. The shift from labor jobs to knowledge jobs occurred quicker than the U.S. could react due to the mass outsourcing. Unemployment was the result which lent itself to the reeducation of the U.S. Finally, with an increasingly educated nation, often in service oriented jobs such as nursing and healthcare, the expectations of what work meant, changed.

      Generational leadership changes are constantly happening as well; out with the old and in with the new. It is a

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