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In This Issue
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Speaking Engagements
Vision and Values for Spiritual Vitality
de La Salle Christian Brothers, Spring Workshop
Fernwood Resort and Hotel, Bushkill, PA
March 29th to 31st 2007
"Managing Stress, From the Inside Out: Personal and Interpersonal Strategies for Caring for the Caregiver"
Chad Brown Health Center, Providence, RI,
April 4th, 2007 12-2 PM
"Nursing's Tsunami! Will it Lead to
Extinction or Renaissance?"
Keynote for the Third Annual Clare Sullivan Lecture
Co Sponsored by
The Nursing Foundation of Rhode Island
and Butler Hospital Patient Care Services Department
Butler Hospital, Providence, RI
Ray Conference Center
Thursday May 3, 2007 2 pm
View brochure and register here
Watch here for Teleseminars in the future.
—Fun, interactive, and complimentary, a Teleseminar is just like attending a seminar, from the comfort of your own phone.
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Light on Measurement Caveats
Customers are seeking value
—the axis of service, results and price
(www.Healthleadersmedia.com)
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Light on Great Quotes
“Few are willing to brave the disapproval of their peers, the censure of their colleagues, the wrath of their society. Moral courage is a rarer commodity than bravery in battle or great intelligence. Yet it is the one essential, vital quality for those who seek to change a world which yields most painfully to change.”
—Robert F. Kennedy
“ A man/woman does what he/she must -in spite of personal consequences, in spite of obstacles and dangers and pressures-and that is the basis of all human morality.
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—John F. Kennedy
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Coaching Resources
www.coachfederation.org
www.coachu.com
www.coachville.com
www.lominger.com
www.crmlearning.com
http://www.integro-inc.com
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Contact Us
Lighthouse Performance Strategies, Inc.
William T. White, Editor
Katharine Bird White, Publisher M.S., C.S.,
CPHQ
Phone: 401-632-4237 / 401-474-0092
Fax: 401-632-4831
www.lighthousePSI.com
kwhite@lighthousePSI.com
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The Lighthouse Beacon Library
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Lead Article:
Managerial Courage:
Does Your Organization Qualify?
By Guest Author: Bill White RN MSN |
Proposing to be the organization of choice for customers and
employees is an inspiring and noble goal. However those "in the
know" are acutely aware of the hard tactical work, and change-
management challenges that lie ahead of such a strategic
declaration. These relevant colloquialisms come to mind: "Some
people see things as they are, and say why. I dream things that
never were and say why not?" (Robert F. Kennedy) and "When the
going gets tough, the tough get going" (Anonymous).
The bottom line reality - to embark on the journey to be the
very best organization possible involves more than a group
of visionary and committed senior leaders at the board or
executive level and a good strategic plan. It also requires that
upfront, leadership must: 1) identify an infrastructure that sets
pre-determined success goals and associated metrics, and 2)
commit to muster the managerial courage required for ongoing
change management follow-through.
Goals and metrics that will test the mettle of leadership to
become the best of the best are:
-
Customer satisfaction excellence
- @ or above 90% industry
benchmark
- Superb employee engagement
- @ or above 90% industry
benchmark
- Pay for performance for all managers and staff tied to individual contribution on company's "5" core processes/products
- Pay for performance on company’s "3" major improvement
priorities
- Pay for performance on company’s measurable behavioral
competencies (derived from company’s core values)
Failing to proactively map this leadership infrastructure results
in losing one’s edge to become the provider/employer of choice.
For it is truly the case that one "can’t manage with excellence
what one doesn’t measure". Further, it is not all that difficult
or complicated to chart such a course given visionary and
organized leadership. Whether the industry is healthcare,
construction, IT or manufacturing, national industry benchmarks
are readily available for customer/employee satisfaction and core
critical process/product measures. And while challenging, it is
very achievable to design and implement customized pay for
performance systems for those key technical and behavioral
competencies which drive breakthrough results on priority
process/product/behavioral deliverables.
An organization’s journey to become "most excellent" is therefore
all about "ultimate alignment", which optimizes management and
staff collaboration and communication, employee empowerment and
customer delight. The good news is, it can and does happen,
but it is a journey. The bad news is, that the journey
inevitably becomes arduous, challenging leadership's courage to
stay the course regardless of the given high-risk change barrier
at hand. Successful alignment requires unwavering leadership
commitment regarding the organization's predetermined behavioral
and technical performance priorities. The point is that when,
not if, the journey gets hard, leadership must consistently do
the right thing, or the organization’s "choice provider/employer"
renaissance will be compromised.
What might be some examples of high-risk points on this journey?
They can happen when a manager witnesses a health care worker
being verbally abusive to a colleague, and does not intervene;
when the CEO ignores the suggestions of his or her team, but
espouses empowerment; when some company favorites are rewarded
even if the impact measures fall short, and others are not; when
a dysfunctional VP is allowed to erode the spirit and
productivity of a division unabated; when too little time or
resource is given to implement a quality educational program, but
the team is expected to still produce improved results; and when
customers are faulted for poor satisfaction scores, due to an
assumption that they just must expect too much.
Getting honest about what it really takes to become the choice
provider/employer means that leadership must "do the right thing"
at these high risk points, regardless of how difficult it might
be. A profile in managerial courage is built on leadership
follow-through that always supports managers to "walk the talk",
reflected in consistent and aligned actions.
In closing, it is likely true that most organizations aspire to
be the best they can be, and also true that most are not. Company
retreats and strategic initiatives geared toward becoming the
"best of the best" abound in most competitive industries, yet
only a few organizations manage to delight employees and
customers.
What marks the difference that separates the wheat from the
chaff? The "best of the best" are those organizations that
measurably define leadership and employee excellence upfront,
equitably manage pay for performance accordingly and consistently
"do the right thing" when confronted with change-management
ultimatums. Such organizations epitomize managerial courage over
time.
For those "in the know" are aware that the early part of a
renaissance journey is comparatively easy, in contrast to "middle
journey follow-through", and that the journey to "most excellent"
is never done!
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Health Care Corner:
Nursing’s Tsunami ! Will It Lead to Extinction or Renaissance?
Thursday May 3, 2 pm
Butler Hospital Ray Hall
To view brochure and register, go to:
Click here to view brochure and register |
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For more information on the Healthcare Values:
Patients First ™
consultation for healthcare,
or the Business Values: Customer(s)
First ™, for business, call Lighthouse Performance Strategies,
Inc. at 1-401-632-4237 or email kwhite@lighthousePSI.com or
Contact Us Online!
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For Previous Issues of the Lighthouse Beacon Newsletter,
go to:
The Lighthouse Beacon Library
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