MHA6100 WEEK 2 DISCUSSION AND PROJECT INSTRUCTIONS
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MHA6100WEEK2LECTURENOTES.docxMHA6100 WEEK 2 LECTURE NOTES
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A Real Way with People, Listening Like You Mean It, and Providing Great Feedback
The third cornerstone of leadership is a real way with people. This cornerstone involves competencies that focus on interpersonal effectiveness on a day-to-day basis, which build staff engagement.
Listen like you mean it involves active listening, not simply waiting for your turn to speak. In doing so, you as a leader should remain calm with an easy-to-approach demeanor. You should be warm, inviting, and patient. Be sure to maintain formal and informal channels of communication. Active listening increases your effectiveness by providing better understanding of goals, priorities, and perspectives of those you work with. Many a times people want not only to be heard but also be listened to. That makes them feel that they are understood and valued. Listening can also fall short if you listen inattentively, selectively, and impatiently. It will not work if you are emotionally volatile and if you provide time as opposed to attention.
Active Listening vs. Hearing
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Valuing the speaker’s perspective |
Imparting own perspective |
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Valuing the messenger |
Failing to set up dependable channels of communication |
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Maintaining a calm, easy approach |
Tuning out selected information |
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Willing to hear people out |
Being impatient |
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Providing attention |
Providing time rather than attention |
All skills can be misused or overused and can work against you. Listening is not a substitute for action. Be sure to seek feedback, develop a clear and active listening posture, summarize, ask probing questions, keep your emotions in check, schedule time with small groups, visit your team one-on-one, and know your limits.
Providing Great Feedback
In order to improve, individuals need feedback on their performance. The higher the quality of feedback, the better the receiver can apply it. What is a good feedback? Those who are exceptional at giving feedback focus on contextual factors. When thinking about feedback, they begin with looking at their own motives while determining the real issue, evaluating that issue, setting the stage to deliver the feedback, and balancing the feedback so that it is positive and constructive. Avoid having reluctance to critique or praise and structure your feedback poorly.
Remember, you win with people.Additional Materials
From your course textbook, Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, read the following chapters:
· Competency 6: Listening Like You Mean It
· Competency 7: Giving Great Feedback
· Competency 8: Mentoring
From the South University Online Library, read the following article:
Benefits of Mentoring
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Mentors gain the ability to invest time to understand the career aspirations of direct reports.
Mentoring supports the development of essential skills of those being mentored.
Mentors have the opportunity to support the career development of those being mentored in a nonpossessive way.
They have the opportunity to model relationship building with the mentee.
The mentor also has the opportunity to encourage the growth of the mentee
Mentees get the opportunity to spend time vocalizing their career aspirations to an individual who has been where they currently are and where they want to go.
Mentoring teaches the essential skills needed to move up the professional ranks from a willing teacher who is not afraid of true staff development.
The career development may not be with the mentee’s current organization. The benefit of this relationship is not to confine the mentee to one organization but to expand their horizons, even if it takes them elsewhere.
They have the opportunity to observe and participate in relationship building that provides connections that they can use in their career.
Mentees have the opportunity to participate in a mentoring relationship with someone whom they respect and who encourages growth.
Additional Materials
From your course textbook, Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, read the following chapter:
· Competency 9: Developing High-Performing Teams
From the South University Online Library, read the following articles:
· Original Article: Setting the Stage for Success: Mentoring and Leadership Development
Developing High-Performing Teams and Energizing Staff
The objective of any team is to become high performing. To develop a high-performing team, you must know the process of development and understand its importance.
A team is a group of leaders having common goals, and achieving those goals depends on the team’s interdependence. To build a high-performing team, you need to have the best people for the team’s roles; develop team members’ orientation toward common vision and collective goals; develop trust among team members; and assist members in working through the conflicts that will come with group interaction. All successful teams, whether in athletics or business, have things in common. These things are common goals, trust within the team, conflicts that are worked through as a team, and each member’s understanding of his or her role. Many believe that conflict is bad. On the contrary, conflict is natural and can be the springboard for creativity and success. The key is to ensure fairness in resource allocation throughout the team, minimize the growth of cliques, and ensure members know and understand their roles. The two most important keys are assuring that personal reactions are kept out of conflicts and team discussions are held within the confines of the team. Remember, even the team can be overemphasized and backfire on the leader. Balance is important.
Energizing staff goes hand in hand with developing high-performing teams. It begins with leaders’ pursuit of heightened levels of motivation in the people they work with. The leader must help the individuals remember why they do the work they do. Many a times, in healthcare, the reason is to serve the patient. The leader also has to find ways to show the workers that the work they do makes a difference. Although motivation, at its best, comes from within the individual, leaders have a larger influence than they realize. Understanding this influence and optimizing it separate the high-performing leaders from the rest. To do so, leaders need to exemplify work ethic, motivation, optimism, and enthusiasm about the future. The leader must also show excitement for new challenges and work with energy, passion, and drive. They must also help those being led see the importance of their work. Enthusiasm is contagious.
Be sure to understand the downfalls of misuse or misapplication of energizing staff. Watch out for undervaluing motivation, under developing motivational skills, and tolerating cynicism.
Downfalls of Energizing Staff
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When energizing the staff goes wrong, the staff can feel a sense of discomfort rather than energy. This can stem from the leader having an energy level that is far above that of the staff, and the staff could end up feeling worn out.
An overzealous leader can continually raise the bar for the staff. This reduces the meaningfulness of the performance targets.
Being too excitable and overemphasizing the energizing of the staff while underemphasizing performance is also a drawback. This may lead to the leader creating perfunctory celebrations that become routine and quickly lose his or her motivational power.
Additional Materials
From your course textbook, Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, read the following chapter:
· Competency 10: Energizing Staff
From the South University Online Library, read the following article:
· Characterizing Teamwork in Cardiovascular Care Outcomes: A Network Analytics Approach
