Are the leaders you supervise growing anddeveloping?
Are they taking ownership of the challenges they face, or are they laying theburden on you?
There arecertain statements you might hear from leaders or staff that raise a red flag.Often, these statements are symptoms of a larger problem. They indicate thatit's time for a leader to take a personal inventory and for you to help him orher develop.
Five of themare listed below, along with my suggested responses to each. In the past week Ihave heard all of these except for number five, which I typically hear fromdepartments located off-site from the main campus.
1. Froma leader: "The staff does not feel appreciated."
Ask the leader, "What do you feel you need to do for the staff to feelappreciated?" Help her own the situation. If she doesn't own the situation,she won't own a solution. Ask her, based on the feedback she receiveswhen rounding on support staff or patients, "How much recognition have youharvested and shared with your staff? How often have you managed up staff to meas your leader?" Have your leaders ask each staff person what they arelooking for in terms of appreciation. They can share a time when they feltappreciated so the leaders have a clear example to follow. I find leaders mayfeel they are showing appreciation, but staff may not see it that way. Tellthem: "Don't guess; ask. Don't fall into the trap of feeding victimbehavior. Finally, let staff also know what you are looking for in performanceso that you'll have the opportunity to show appreciation."
2. Froma staff member: "I like my leader because he protects me." Or,"My leader stands up for us!"
Ask the staff member, "Protects you from what? Why do you feel you needprotection? What, specifically, is your leader standing up for?" Iguarantee you will hear comments that indicate the leader may not have theskill to explain things or handle tough questions without putting others in anegative light. The better leaders see themselves as leaders in theorganization first, then as leaders of their department.
3. Froma staff member: "I want my leader to be on equal footing with otherleaders so she can go toe-to-toe with them."
This statement was made regarding a situation in which some staff membersfelt that if their leader was at the same level as the leader's supervisor oranother leader then things would be better. This is usually a skill issue. Inother words, the leader does not have the skill to communicate why certaindecisions were made and that she supports the decision.
4. Froma staff member when her boss is present: "I don't feel that I'm gettingthe professional development I need, and my supervisor agrees."
Ask the staff member and leader how often they meet to discuss development. Askto see the plan. Most likely there is not one. Again, the leader may not havethe skill to create the plan or the organizational ability to make it happen.He might also be telling staff that he can't give them the development theywant because of the budget, the policy, or because, "You know how Tomis...." He is not owning the department. Also ask the staff person whatactions she is taking for her development. Too often in healthcare, peopleexhibit "adult child" actions. Here the staff member is not owningher own development. I have even seen leaders invite their leaders or otherC-Suite people to the department so staff can ask questions directly. If youare in this situation, ask the department leader to answer any questions aboutprofessional development first, before you answer them.
5. Froma leader: "My area feels like the red-headed stepchild."
When I heard this statement, I asked the leader why the staff felt that way.She said it was because they were not located on the main campus and no onecame to see them. They were left out at times. They didn't feel included. Iasked what she was doing to address these things, and I got a blank stare. Iasked her how often staff members invited others to the department and how oftenshe invited senior leaders over. I noticed they had a nice large room. I askedher if she ever suggested they move a department meeting from across the streetto their meeting room. If she did that, I pointed out, with one action all ofthe department directors would now be over here. I asked her whether sheinteracted with other leaders, or whether she stayed in this off-site buildingall the time. By now you can guess the response I received. My main message toher was to integrate herself first, and then integrate the department. Don't bea victim. To her credit she quickly did those things and more. Things gotbetter.
The leadersof the leaders in these five scenarios were taking too much responsibility on themselves.My advice: Own what you feel you need to own, but give the rest right back tothe leaders you supervise.
As a leaderit's natural to want to take ownership. But take ownership of how you aredeveloping those who report to you, not ownership of their problems.
Don't fallvictim to the symptoms of an under-developed, under-skilled leader. If you fixthe symptoms, those reporting to you will actually think it is your job andwill not learn to take ownership. By empowering them to attack the symptoms atthe source, you'll ultimately help create happier, healthier leaders—and ahappier, healthier organization.
Sincerely,
QuintStuder, CEO
Studer Group
http://www.studergroup.com/