employees in a common purpose and building a culture of learning, continuous improvement, and collaboration. to do that, she needed to interact with senior staff and others in a way that showed she trusted and respected them, and had to let go of production responsibilities. to help liz develop these skills, we concentrated on four principles that she could learn and apply to her leadership: 1. TruST: letting go of control and trusting others to use their commitment and ingenuity to contribute. 2. TrAnSPArenCy: Communicating all aspects of the business to build in everyone a deep and broad understanding of the marketplace, critical unit deliverables, goals, and key processes needed to succeed. 3. CAPACITy BuILdInG: Sharing her technical expertise with others and helping leaders develop employees both technically and as informal leaders aimed at total unit success. 4. ACCounTABILITy: Promoting individual and team commitments and stewardship to achieve team and unit goals. liz was up-front with her staff about changing herself. it was great to hear her verbalize what she was trying to accomplish and how she planned to do it using the four principles. liz was not perfect at it. She slipped up quite a bit at first, but she was also great about encouraging others to check her when she fell into old habits. Her team respected her for that. fortunately for liz, she was not left alone to muddle through what could have been a difficult stint as general manager. if she had continued to do what came naturally – spending her time in production areas solving problems – she may never have developed herself as a leader. FEATURE StOrY Considering that so many leaders’ appointments are based on how well they perform the work rather than on how well they can lead, it is no wonder employees report their number one reason for leaving a company as their supervisor or manager. it raises the question of why we do not do more to help current leaders, and prepare those who might become leaders, to transition from hands-on work to leading. Trying It On for Fit evaluate how prepared you are as a leader or potential leader according to the four principles used by liz. Are you able to build a team with high personal commitment to team and business unit goals? try out the four principles and see how they help you to become a better leader. if you are in a position to influence leader selection, ask yourself if your processes identify true leadership. do you have work systems that allow employees to show their leadership potential? regarding current leaders, consider whether they have what they need to transition into true leadership so can they build strong, contributing teams. Send an email and let me know what you learn from your experiences. i would love to hear from you! Kevin Herring is co-author of Practical Guide for Internal Consultants and president of Ascent Management Consulting. Kevin can be contacted at kevinh@ ascentmgt.com. Ascent Management Consulting is found at www.ascentmgt.com and specializes in performance turnarounds, leadership coaching, and appraisal-less performance management. ©2013 Ascent Management Consulting, Ltd. All Rights Reserved Thank You ISAM As 2013 comes to a close, we want to say thank you to Brad Lund and his great team at ISAM. Over the years, many of us have worked closely with Brad, Sherri, Paul, Cindy, and Michelle, and developed friendships along the way. You have helped HBMA grow and gain recognition in the healthcare industry and we certainly appreciate all of your hard work and efforts. We wish all of you the best. tHe jOurnAl Of tHe HeAltHCAre Billing And MAnAgeMent ASSOCiAtiOn 29
Billing_ND13
To see the actual publication please follow the link above