My management philosophy stems from the concept of transformational leadership, which is a philosophy that helps people develop from followers to leaders in their areas of expertise. I believe in leading by example, and treating others with compassion, respect, and dignity, so that they may flourish personally and professionally. It is a model of leading that focuses on motivating and inspiring others to fulfill their innate potential while increasing morale and customer satisfaction.
Instead of focusing on managing people or the tasks of their job, I believe on empowering individuals to do their best work, as reflected through their internal senses of pride and accountability. When people have the necessary knowledge/ skills and are allowed some control over the process of doing their job, they will fulfill their potential and very often, exceed expectations. There are four key points that emphasize the way I prefer to lead.
1. FOSTERING PERSONAL & PROFESSIONAL GROWTH
We must be competent and have the essential knowledge and skill for the jobs we do. Keeping that in mind, patients and their problems should not be treated with a one-size-fits-all approach. Knowledge is vital to our sense of purpose and independence in work. I believe employees should be prompted to follow their curiosity and be recognized for their learning. When an employee then shares that knowledge with co-workers, it can prompt further discussion and perpetuate a culture of continuing education. Professional organizations are great resources for evidence-based practice, sharing ideas, and causing us to be consciously aware of how we practice. I believe active membership in professional organizations should be supported and encouraged.
Balance is important too though. When we understand ourselves and our personal needs, we are better able to recognize those needs in others. Caregivers who are tired, burned out, hungry, depressed, or otherwise out of balance are unable to be fully present with their patients. They may miss patients’ subtle clues and signals, and while care may be still be adequate, it will not be as effective and healing as possible. Therefore, in order to have truly healing and satisfying interactions, caregivers must be able to recognize and attend to their own needs before connecting with a patient.
2. COMMUNICATING OPENLY & WITH RESPECT
A relationship-based model of management (or leadership) must have communication at the forefront. Employees should feel that they have a voice and are truly heard by those in charge. Those in charge should listen actively to what employees say as well as their nonverbal cues. Good leaders are able to understand the work environment and recognize when to act and when to be still.
I believe in an open-door policy; being available and receptive to staff is very important in creating an atmosphere of mutual trust and respect. As a leader, there are times when everyone will “buy-in” to certain ideas and policies, and other times when the unpopular decision is the correct one, and must be made by a strong leader. These are the times when honest, open communication and the atmosphere of trust are most valuable.
3. FACILITATING A POSITIVE, COLLABORATIVE, SOLUTION-FOCUSED ENVIRONMENT
I believe we should all work in jobs that we enjoy, and that being happy and positive is a choice. When problems arise, we can choose to look at them as insurmountable obstacles or as challenges that have solutions. We cannot always know what we need to do, but when people come together with a common goal, we can often find new and better solutions that we could design on our own.
I believe in continual review and revision. When problems are discovered, they should be brought to light and solutions discussed. A culture of excellence demands that we monitor our practices and adjust/ adapt them as necessary. All employees should feel comfortable bringing potential problems to their leaders, and all employees should be part of finding the solutions. When we focus on solutions, there is no room for complaints.
Additionally, positive reinforcement is integral to creating this environment. I strive every day to do things I am proud of and to be the very best that I can be in any given situation. I believe when we are recognized for the things we do well and feel pride in our roles, we will do them better. This increased satisfaction leads to a workforce that is committed to what they do, where they do it, and who they do it for. This directly ties in to quality care, employee retention, and customer satisfaction.
4. MAINTAINING PERSONAL ACCOUNTABILITY
If we were all expected to know and do the same jobs, we would all have the same titles. Every person should be competent in fulfilling their role on the team, and should be reliable and responsible for doing their own work. When a shortcoming is discovered, it should be addressed in a non-punitive manner that allows the employee to determine what he or she needs to bring that competency up to par. None of us can know everything, and if we are always learning, there is always something new to discover. Therefore, each caregiver is responsible for his or her own professional practice. As professionals working in a group environment, there is also an expectation that we are willing and able to help our team members. We are accountable not only to the company and ourselves, but also to our patients and colleagues.
It is important to have an environment where the phrase “I don’t know” is a prelude to learning a new skill or bringing in an expert. When each team member is responsible and accountable, there is no need to “micro-manage” or control every aspect of what they do. I expect my team to be aware of their personal strengths and weaknesses, and I want to be aware of them as well. If we can be open about what we know and where we need help, not only will our patients receive a much higher quality of care, but we will be more satisfied and confident in our own roles.
The four principles listed above are my guiding principles as a leader. I believe in challenging people to do more than they thought they were capable of, and rewarding them not only for their successes, but also for their attempts. I believe that people are innately good and responsible, and when given the opportunity and the tools to succeed, they will rise to the challenge. A good leader then, is one who is able to observe and honor the strengths of his or her followers and help them to grow from their weaknesses. A great leader will not only do that, but will also inspire an atmosphere that perpetuates this cycle of reflection and progress.
All of these ideals will positively affect the business. They can be observed through high levels of employee satisfaction/ retention, quality of care, customer satisfaction, and the company’s reputation. When these factors are in place, the business itself will flourish, allowing us to help more people. The employees win, the leaders win, the clients win, and the company wins: a win-win-win-win.
