Answer the phone 

https://interimcfo.wordpress.com/2017/12/17/answer-the-phone-%EF%BB%BF/

Abstract:  This article explores how doing something as simple as disrespecting people by not returning phone calls can be career limiting.

One of the lectures I vividly remember was when the boss called the group together to absolutely shellack all of us because one of us had a very bad habit of not returning phone calls.  During the course of the lecture, we were told to ALWAYS return EVERY phone call even if it is to tell the caller to never call again.  The fact that one of us was not returning calls was described as an embarrassment for all of us.  We were told that the next time such a complaint was received, there would be no more second chances.  The person that galvanized my thinking on this topic has passed away but the influence of his powerful speech continues to resonate into the future and guide my thinking and actions.

Why would someone refuse or fail to return phone calls?  All of us are very busy and as those of us who are decision makers know, a lot of the calls we receive are cold, unsolicited sales pitches.  My assistants in several venues have been continually amused by all of my ‘long lost friends’ that drive everyone crazy with unsolicited calls that usually lead to some kind of sales pitch.  Most of these people I have never heard of.  Another reason that calls are not returned is that we are all extremely busy.  It is easy to procrastinate about returning a call until you have forgotten about it.  The next thing you know, you have disrespected someone.

I am used to not having my phone calls returned.  It is an all too common phenomena that those of us who put any effort into networking are well familiar with.  I will usually call someone three or four times and get no response before I black list them.  I recently had a very frustrating experience.  You know, the one where the administrative assistant answers the phone and says, “let me see if he’s in” only to return to the phone a few seconds later to tell me that she needs to take a message.  The probability that an Administrative Assistant will not actually know whether their principal is in or not is infatesimally small.  The last time this occurred, I told the assistant that the person I had called could use any of the last three messages I had left for him.  I am still waiting for one of those calls to be returned or better, an opportunity to return the disrespect I have been subjected to by this idiot; maybe in the form of a blind reference.  By the way what kind of narcissist would put their assistant into the position of having to lie for them in the first place but I digress.

Not only is this behavior disrespectful and unprofessional, it can be career limiting.  The very people that refuse to return your calls are frequently among your callers when they need something from you.  I have had several people that refused to accept my calls call me when they were referred to me during a career transition or job search.  I return their calls and enjoy listening to their lame excuses about how embarrassed they are that they haven’t kept up.  I indulge them while I make their call as short as possible.   What kind of arrogance and narcism is at the root of a person that would not demonstrate a whit of professional courtesy to me when they do not need me then reach out to me asking for help when they think that I might be able to do something for them?  Obviously, these morons have never heard of the golden rule.  You know, the one that admoishes us to do unto others as we would have them do unto us.

One of the many problems that can arise from this behavior is a blind reference.  Occasionally, I will receive an inquiry from someone that wants to know if I know someone.  All too frequently, the target is being considered for some type of public relations or networking opportunity like opening doors.   I ask the person wanting a reference how successful they think that someone that did not return calls would be representing their firm?

On this note, have you received requests from people that refused to return your calls or engage with you come around later and ask you to meet with them so they can try to sell you something you did not ask for and  not need?   The arrogance of this behavior is impressive to say the least.  I know people that will agree to these meetings.  They will let the idiot that disrespected them spend time and expense traveling only to limit their presentation to one hour or less.  At the end of these meetings the hapless moron is bid adieu and sent off with no intention of ever spending a cent with them or the company they now represent.

What goes around comes around.

The point of this is that when you fail or refuse to return phone calls, in my opinion you are intentionally damaging yourself.  There is an old one liner that says, “Don’t burn any more bridges that you have to because one day, you might have to re-cross one of them.”  When you fail or refuse to return phone calls, you are proactively burning bridges.  The irony of not retuning calls is that the behavior is a boomerang.  The disrespect will come back and wack you.  It is a whole lot easier to be arrogant toward those that call you when you have a gig that is when you do not have a gig.  An acquaintance that had ignored me for years finally got his ass fired.  A few months later, I got the call.  He was desparate for a job and in his opinion I held a key to him getting his next gig.  I told him that I would see what I could do and that was the last time we talked.  He never even bothered to follow up with me to see what if anything had transpired.  That conversation occured several years ago and as far as I know, his run in the helathcare industry is over.

RETURN YOUR CALLS.  FOLLOW THE GOLDEN RULE.  NEVER FORGET, WHAT GOES AROUND COMES AROUND.

A lot of people have the memories of race car drivers.  They NEVER forget.

Please feel free to contact me to discuss any questions or observations you might have about these blogs or interim executive services in general. As the only practicing Interim Executive that has done a dissertation on Interim Executive Services in healthcare in the US, I might have an idea or two that might be valuable to you. I can also help with career transitions or career planning.

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This is original work. This material is copyrighted by me with reproduction prohibited without prior permission. I note and provide links to supporting documentation for non-original material.

If you would like to discuss any of this content or ask questions, I may be reached at ras2@me.com. I look forward to engaging in productive discussion with anyone that is a practicing interim executive or a decision maker with experience engaging interim executives in healthcare.

 

Caring for veterans: A privilege and a duty

https://theconversation.com/caring-for-veterans-a-privilege-and-a-duty-67823?utm_medium=email&utm_campaign=Latest%20from%20The%20Conversation%20for%20November%209%202017%20-%2087627308&utm_content=Latest%20from%20The%20Conversation%20for%20November%209%202017%20-%2087627308+CID_39875ee4af1bb4acf1d1c57209a48369&utm_source=campaign_monitor_us&utm_term=Caring%20for%20veterans%20A%20privilege%20and%20a%20duty

 

Veterans Day had its start as Armistice Day, marking the end of World War I hostilities. The holiday serves as an occasion to both honor those who have served in our armed forces and to ask whether we, as a nation, are doing right by them.

In recent years, that question has been directed most urgently at Veterans Affairs hospitals. Some critics are even calling for the dismantling of the whole huge system of hospitals and outpatient clinics.

President Obama signed a US$16 billion dollar bill to reduce wait times in 2014 to do things like hire more medical staff and open more facilities. And while progress has been made, much remains to be done. The system needs to improve access and timeliness of care, reduce often challenging bureaucratic hurdles and pay more attention to what front-line clinicians need to perform their duties well. There is no question that the VA health care system has to change, and it already has begun this process.

Over the past 25 years, I have been a medical student, chief resident, research fellow and practicing physician at four different VA hospitals. My research has led me to spend time in more than a dozen additional VA medical centers.

I know how VA hospitals work, and often have a hard time recognizing them as portrayed in today’s political and media environment. My experience is that the VA hospitals I know provide high-quality, compassionate care.

Treating nine million veterans a year

I don’t think most people have any sense of the size and scope of the VA system. Its 168 medical centers and more than one thousand outpatient clinics and other facilities serve almost nine million veterans a year, making it the largest integrated health care system in the country.

And many Americans may not know the role VA hospitals play in medical education. Two out of three medical doctors in practice in the U.S. today received some part of their training at a VA hospital.

The reason dates to the end of World War II. The VA faced a physician shortage, as almost 16 million Americans returned from war, many needing health care.

At the same time, many doctors returned from World War II and needed to complete their residency training. The VA and the nation’s medical schools thus became partners. In fact, the VA is the largest provider of health care training in the country, which increases the likelihood that trainees will consider working for the VA once they finish.

Specialized care for veterans

The VA network specializes in the treatment of such war-related problems as post-traumatic stress disorder and suicide prevention. It has, for example, pioneered the integration of primary care with mental health.

Many veterans live in rural parts of the U.S., are of advanced age and have chronic medical conditions that make travel challenging. So the VA is a national leader in telemedicine, with notable success in mental health care.

The VA’s research programs have made major breakthroughs in areas such as cardiac care, prosthetics and infection prevention.

I can vouch for the VA’s nationwide electronic medical records system, which for many years was at the cutting edge.

A case in point: Several years ago a veteran, in the middle of a cross-country trip, was driving through Michigan when he began feeling sick. Within minutes of his arrival at our VA hospital, we were able to access his records from a VA medical center over a thousand miles away, learn that he had a history of Addison disease, a rare condition, and provide prompt treatment.

I am therefore not surprised that the studies that have compared VA with non-VA care have found that the VA is, overall, as good as or better than the private sector. In fact, a recently published systematic review of 69 studies performed by RAND investigators concluded: “…the available data indicate overall comparable health care quality in VA facilities compared to non-VA facilities with regard to safety and effectiveness.”

The VA offers veterans more than health care

The most remarkable aspect of VA hospitals, though, is the patient population, the men and women who have sacrificed for their country. They have a common bond. A patient explained it this way:

“The VA is different because everyone has done something similar, whether you were in World War II or Korea or Nam, like me. You’re not thrown into a pot with other people, which would happen at another kind of hospital.”

The people who work at VA hospitals have a special attitude toward their patients. It takes the form of respect and gratitude, of empathy, of a level of caring that is nothing short of love. You can see it in the extra services provided for patients who are often alone in the world, or too far from home to be visited.

Take a familiar scene: a medical student taking a patient for a walk or wheelchair ride on the hospital grounds. It is common for nurses to say “our veteran” when discussing a patient’s care with me.

Volunteers and chaplains rotate through VA hospitals on a regular basis, to a degree unknown in most community hospitals. The social work department is also more active. The patients are not always so patient, but these visitors persevere. “They’re a good bunch of people,” one veteran said of the staff. “I know because I’m irritable most of the time and they all get along with me.”

Physicians everywhere are under heavy pressure these days, in part because of the increase in the number of complex patients they care for. Yet I have spent hours observing doctors in VA hospitals around the country as they sit with patients, inquiring about their families and their military service, treating the veterans with respect and without haste.

Earlier this year, I cared for a veteran in his 50’s, a house painter, whom we diagnosed with cancer that had metastasized widely. We offered him chemotherapy, which could have given him an extra few months, but he chose hospice. He told me he wanted to go home to be with his wife and play the guitar. One of the songs he wanted to sing was “Knocking on Heaven’s Door.”

I was deeply moved. I liked and admired the man, and I was disturbed that we had been unable to save him. My medical student had the same feelings. Before the patient left, the student told me, “He shook my hand, looked me in the eyes, and said, ‘Thanks for being a warrior for me.’”

That’s the special kind of patient who shows up at a VA hospital. Every single one of them should have the special kind of care they deserve. And we must ensure that the care is superb on this and every day.

A Better Boss or a Pay Raise?

A Better Boss or a Pay Raise? What Would YOUR Employees Choose?

Ask yourself this question: If I gave my employees a choice between receiving a pay raise or me becoming a better boss, which would they choose?

Chances are you’d probably say your employees would choose a pay raise, right? I mean, after all, who wouldn’t want more money? Taking a few liberties with the classic song Money by Barrett Strong, your employees are probably saying “Your leadership gives me such a thrill, but your leadership don’t pay my bills, I need money!”

Getting a pay raise would be an immediately tangible reward that everyone could literally take to the bank. Besides, it’s not like you need any dramatic improvement as a boss, right? Sure, you may not be the greatest leader in the world, but there’s a whole lot of bosses plenty worse than you. Your people would definitely choose a pay raise, you say.

Well, you’d be wrong. One study showed that 65% of Americans would choose a better boss over a pay raise. How do you like them apples?

In many of our training courses we do a “best boss” exercise. We ask participants to share the characteristics of the person who was their best boss, and as you can see from the list below, many of these traits are ones you can develop and master with just a bit of effort and focus.

My best boss…

  • Was trustworthy—Often mentioned as the foundation of what makes a best boss, being trustworthy is paramount to being an effective leader. Research has shown that employees who have high levels of trust in their boss are more productive, engaged, innovative, creative, and contribute more to the organization’s bottom-line. Click here to learn more about how to build trust as a leader.
  • Believed in me—Best bosses believe in the capabilities and potential of their people. Through their words and actions they communicate a sincere faith in their employees that builds the confidence of their team members to go above and beyond expectations.
  • Showed respect—No one likes to be talked down to or treated as “less than.” Best bosses recognize the inherent worth each person possesses and they seek to build people up, not tear them down.
  • Listened to me—Being a good listener is one of the most powerful, yet underrated leadership skills. Good listeners don’t interrupt, ask clarifying questions, summarize what they’ve heard, probe for deeper understanding, and also pay attention to what’s not being said in the conversation. Check out The 5 Fundamentals of Effective Listening for more tips.
  • Helped me grow—People want leaders who are invested in helping them grow in their jobs and careers. Best bosses understand that leadership is not about them; it’s about the people they serve. As such, they are committed to helping their team members grow in their careers, even if that means the employee ultimately leaves the team or organization for better opportunities.
  • Had my back—Participants in our classes often say their best boss was always in their corner, or had their back. There are times in organizational life where the boss needs to step up and defend the needs or interests of his/her team. Supporting your employees doesn’t mean blindly defending them regardless of the circumstances, but it does mean you always have their best interests at heart and are committed to putting that belief into practice.
  • Gave feedback in a way I could hear it—I’ve learned in my career that people really do want, and deserve, honest feedback about their performance. The trick is to deliver feedback in a way the person on the receiving end can hear it without becoming defensive, internalize it, and take positive action moving forward. Here is a way to give feedback that builds trust in a relationship.
  • Cared about me as a person—It’s a cliché but it’s true: people don’t care how much you know until they know how much you care. You can be the most competent boss around, but if your people don’t feel you truly care about them as humans, then they will withhold their trust and commitment from you.
  • Adjusted their leadership style to my needs—The best bosses know that one size doesn’t fit all when it comes to leadership. Each team member can be at different development levels in their goals and tasks, so the leader needs to adjust his/her leadership style to meet the needs of the employee. Managers need to learn to become situational leaders.
  • Gave me autonomy—No one likes to be micro-managed. Helicoptering over your employees and telling them what to do, how to do it, and when to do it, creates a sense of learned helplessness. It erodes the morale and motivation of employees and leads to them developing a “quit but stay” mentality. Best bosses make sure their team members have been given the proper training and have the best resources and tools needed to do their jobs. Then the manager steps out of the way and lets their team do their thing, while providing any needed support and direction along the way.

Unfortunately, too many leaders are unwilling to admit they could use a bit of improvement, and too many organizations tolerate poor managerial performance (free whitepaper: 7 Ways Poor Managers Are Costing Your Company Money). But as you can see from this list, becoming a best boss isn’t rocket science. It’s within the grasp of any leader who is willing to put in a bit of work to improve his/her craft.

Words of wisdom for new nurses

http://www.kevinmd.com/blog/2017/02/words-wisdom-new-nurses.html

Image result for Words of wisdom for new nurses

These are my words of wisdom. My rules. Maybe this will help you absorb the rhyme and rhythm of nursing.

1. Stay alert, take a 30-minute break, take yourself to the bathroom, decompress. 12 hours is a very long day.

2. Be kind and gentle to all, from the janitor to the CEO to the poverty stricken homeless person. Treat everyone as an equal. There is no elite; there is no VIP unless everyone is a VIP.

3. Always keep your cup half-empty. I always thought the nurse that thought she knew everything was the most dangerous nurse. Medicine, cures, procedures, diagnosis and treatments are always changing. So keep your mind open.

4. Stay far away from the “bully trap.” The lateral violence. It’s not worth it, and you can be a part of ruining a person’s self-worth. Forever. Stay far away. Stand up to the bully, fight them off. Report them. Protect your fellow nurse and nursing staff.

5. Know your facts about your patient before you call an MD, PA or NP. Write down your problems.

6. Do not ever apologize to an MD for calling him or her about a patient that you need new orders for or you need to report a new condition in the patient. That is their job to assist you. You are the protector, the teacher, the nurse of your patients.

7. Chose your battles wisely. Managers can be wonderful, but they also can be a slippery slope. Chose your friends wisely also. Deception sadly comes in sheep clothing.

8. The worst shift can be the most wonderful shift if you engage, empower and help your fellow team. It is beyond any retirement gold watch you’ll ever receive when you have a good crew to work with and to depend on.

9. Watch out for burnout. That is the wonders of being a nurse. To go from psychiatry, ER, maternity nursing to newborn ICU, trauma ICU or neuro ICU to peace corps or travel nurse, to getting your BSN, or masters degree or doctorate to become an NP or an anesthetist: The world of nursing is wide open.

My bottom line to you all:

  • Keep your chin up, decompress, take a vacation, follow your heart.
  • Be kind to each other.
  • Respect one another. The old nurse and the new nurse.
  • No question is ever dumb.
  • Questions are good and much safer than not questioning and therefore potentially making a grave mistake.
  • Empower each other.

We’re all in this together. This circle of life. From birth to dying with dignity.

Focus, love, and empower.

SOLUTION SATURDAY: LIKED BUT IGNORED

Solution Saturday: Liked But Ignored

Forgiveness means we’re moving forward with the future - not the past - in mind

Respected AND liked:

There’s a difference between being liked and being respected. I like ice cream, but I don’t respect it. You like many people that you wouldn’t respect as leaders. Here are some ideas on meeting deadlines and gaining respect at the same time.

How democratic leaders gain respect:

You gain respect when you deal with tough issues firmly, compassionately, and collaboratively.

#1. Apologize for falling short as a leader.

“I’ve let you down as a leader. Worse yet, I let myself down when I allow us to habitually perform below our competencies.”

Express discomfort openly. “I feel uncomfortable bringing this up. But, I owe it to you to let you know how I’ve failed our team.”

Be candid. “This issue is driving me crazy. I need your help.”

Teams respect authentic leaders who face their fears with forward-facing resolve. “I’m working to resolve this issue. I believe we can live up to our capacity. I need your help.”

20 Quotes To Inspire Leaders in the New Year (Part 1)

20 Quotes To Inspire Leaders in the New Year (Part 1)

Leaders-influence-others (1)

In the New Year, we will deal with leadership challenges we cannot predict now. To be ready, we need to set our leadership and learning on the path to success.

This series includes 20 quotes (linked to posts with leadership guidance) that will help you leverage your leadership planning. Here are the first 10:

Ten Signs Your Boss Appreciates You — And Ten Signs They Don’t

http://www.forbes.com/sites/lizryan/2016/12/05/ten-signs-your-boss-appreciates-you-and-ten-signs-they-dont/2/#1658d98f9be3

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How Do You Recognize a Trustworthy Leader?

How Do You Recognize a Trustworthy Leader?

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I’m hearing people talking about trustworthy leadership everywhere I go. We all crave it. We seek it out because trustworthy leadership allows us to be at our best so that we can make a meaningful contribution.

To recognize a trustworthy leader, look for all of these tell-tale signs:

  • Values Centered – character, integrity and moral awareness are top priorities
  • Full Congruence – behaves the same way in every context, and shows congruence between thoughts, words and deeds
  • Genuinely Cares – treats people well – everybody, not just the inner circle
  • Shows Respect  – demonstrates respect for people and differences
  • Other Focused – realizes that leadership is about bringing out the best in others – and it shows in every interaction and conversation

The best leaders strive to live out all five of these characteristics every day. They center themselves in positive ethical values like respect, care and trustworthiness.

What should you do if you can’t find a trustworthy leader? Keep looking. They’re out there.

4 Tips for Keeping Politics Out of Staff Conversations

http://www.healthleadersmedia.com/hr/4-tips-keeping-politics-out-staff-conversations?spMailingID=9754012&spUserID=MTMyMzQyMDQxMTkyS0&spJobID=1021982472&spReportId=MTAyMTk4MjQ3MgS2

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Avoiding divisive topics can help maintain workplace morale during a contentious election season—and afterward.