The most successful companies are changing their culture to
promote truly effective leadership.
By organizational culture, we mean all the attitudes,
beliefs, values and behaviors, both conscious and
unconscious, that define "how things are done around here."
Top management are the models for their organization's
culture. They set the standards for the integrity, values,
priorities and goals. Management sets the tone. For
instance; if they expect their people to be friendly and
warm to customers, they had better be friendly and warm to
subordinates.
Truly effective leaders:
1) Communicate clearly their vision, goals, strategies and
priorities
2) Get buy-in from their people at all levels to pursue
these objectives
One of the most effective approaches to achieve
enthusiastic cooperation within an organization is the
coaching model. With its emphasis on working
collaboratively, focusing on results, just in time
learning, and growing and stretching workers; coaching
skills contribute to truly effective leadership. Creating a
coaching culture where executives and managers becomes
skilled coaches and learn a new collaborative way of
working will turn a company into a high-performance
organization. Such an organization reaps the following
benefits:
1) Leaders become truly effective
2) Conflict is more easily resolved
3) Organizational change is more easily implemented
4) People become engaged in their work and have more fun
5) Retention rates go up
6) Real collaborative teamwork occurs
7) People receive the kind of attention that enables them
to grow
8) More energy is available to solve customer needs
9) Just-in-time learning reduces errors and cycle time
Turning Registered Nurses Into Happy Managers
St. Michael's Hospital, Toronto was having the typical
problem with its registered nurses. The nurses loved to
nurse but hated managing staff. St. Michael's came up with
a solution.
St. Michael's nurses were dedicated to helping patients and
looked upon their managing duties as a distraction from
this goal. They wanted to change bandages, ease the
patients' suffering; not instruct less trained nurses in
patient care and monitor their performance.
The hospital CEO and his executive team decided to have a
Coaching Clinic for their registered nurses. They taught
them a method of management that supported their value of
help to others. Rather than a "Tell them what to do, and
then make sure that they do it" method, the coach method
stresses a collaborative, helping approach to managing.
The supervisee is invited to share her ideas on how to
achieve her duties. Then both supervisor and supervisee
agree upon a method, plan of action and method of
accountability. Creative thinking and growth is encouraged.
The supervising nurse sees herself not as a task mistress,
but as an enabler that helps her people grow. This supports
her values of helping people. Specifically, the nurses were
taught:
1) how to empower their people
2) hot to use the power of asking questions
3) how to establish the focus
4) discover possibilities
5) plan the action
6) remove barriers
As a result the nurses were referred to as "great bosses."
Resistance to performing managerial duties melted away,
morale improved and retention improved dramatically.
The Coaching Clinic is not limited to nurses. The Harvard
Business Review stated "The goal of good management: to
make the most of an organization's valuable resources." The
Coaching Clinic has been used and acclaimed by many Fortune
500 companies.
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Stan Mann, C.P.C. supports business owners, top executives
and commission salespeople to substantially grow their
business and have a balanced life. He is a Certified
Professional Coach. For additional articles and resources
please visit http://www.stanmann.com
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