Release of yet another report into health care in Australia will generate considerable public debate over the next twelve months. Much of this debate will likely centre around how the Commonwealth and State Governments could reduce the cost of public health care.
In the midst of this debate life in any health care facility goes on, yet the nature of the debate serves to create fear and uncertainty amongst those employed in the public health sector. In these circumstances management teams need to show leadership.
Public health care is a political football, it always will be, regardless of how health costs are funded. Management teams must focus on the efficient operation of their facility and leave the political postering to the bureaucrats.
In such situations the rumour mill will run wild. Stories will circulate about many things including control of hospitals, the future of various facilities and even staffing numbers. Rumours are counterproductive, they waste time and they distract staff from their work. Take the lead. Implement a comprehensive communication process. Focus on the facts in your communication and do not leave rumours unchallenged.
Management teams need to maintain a long term perspective. They need to continue to find ways to improve efficiency and effectiveness. During a Government review is not a good time to run up unsustainable operating losses. The level of public scrutiny on the health sector will increase over the next twelve months.
Now more than ever it is important to ensure your management team have the competencies to operate your facility effectively. Do they understand operational costs? Do they understand alternative strategies for controlling costs? Do they know how to source information, how to analyse information and how to work together to make the most appropriate decisions?
No more than ever, these are the things your management team should be focusing upon.
John Coxon & Associates have developed an integrated management process where we work with your management group to identify the various management competencies required, the existing level of those competencies and a process for improvement. All the money and technology in the world will not provide cost effective public health care unless management have developed the ability work together in a collaborative manner and make the right decisions.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Monday, July 27, 2009
Tuesday, July 14, 2009
Reducing Workplace Stress
Notice I have use the term 'reduce' rather than to manage stress. My reasoning is this. The events that cause us stress are (a) either self generated or (b) we are able to put in place some countering strategies. Our aim should be to reduce the potential for stress rather than trying to manage stress after it has occurred.
Everyone experiences events that are stressful to them. For some its being late for appointments, or when others are late, or being interrupted when on the phone. Take a piece of paper. List the events that really give you the irricks at work. Prioritise the list - some events are more stressful than others. Now beside each event note down the signs you might observe that indicate the potential for stress. For example, you might be chairing a meeting, you notice a couple of empty seats. This is a sign. The aim here is to identify the range of trigger points that might send you into a tiz. When you can identify the event and the signs that such an event is likely to occur you can then identify a range of strategies to help you cope better.
In most instances a stessful event is not attack on you personally. When a person is late for a meeting, its not that they don't appreciate your time or topic, its that they have sloppy work habits. That is their problem; not yours - so try not to take it personally.
Be proactive, don't wait for something stressful to occur. Move yourself from the event. Get some fresh air, cold water to drink, move around so that you are more relaxed, create your own 'sadhana' a place where you go to relax and reflect or find an ally to talk things through with.
Many of the things that cause us to be stressed are created by our own behaviour. If you become stressed at being late for meetings then leave yourself more than adequate time to get there. I am aware of a colleague who absolutely hates walking into a room full of strangers. So instead she arrives early and makes a point of greeting people as they arrive. Relaxed and positive. Another person who becomes physically stressed at moving from fresh air to an air conditioned room. He experiences severe persperation. The strategy, arrive early, go to the indoor area, sit, relax, take off the jacket, have a cool drink of water and let the body acclimatise. Then attend the meeting feeling relaxed and confident. If you have a task that requires uninterrupted concentration, try moving to a secluded place (where people cannot find you), work from home or a quiet cafe or just close the door with a polite sign asking people to indulge your need for privacy at this moment.
Many people, when they are trying to get you to accept their point of view, will attempt to raise the stress levels. They intuitively understand we are at our weakest when we feel stressed. It is when we are mot likely to give into their demands. You can control the stress levels in these situations.
We increase the stress levels by being reactive. One of the quickest ways to to shift from being reactive to becoming proactive (and less stressed) is to ask a question. It means you have to listen actively, you have to think through the questions. Others have to listen and they have to think through the answer.
As a manager be constantly aware of stressful situations occuring in your work group. Keep your ears and eyes open. Coach employees through stressful situations. Bring the group together to discuss, reflect and set boundaries for behaviours. It is important you remain cool, calm and collective, and avoid becoming stressed yourself - or being seen to be stressed - you as a role model is critical. Others will follow your lead and that helps to design the culture that works for your group. Been seen to practice the very things you would like others to do themselves.
Develop the ability to say NO. If you are unable to say no, politely, then you will become a doormat for someone. It is possible to say no to your boss. The success is in the way you say it. Some people prefer to say yes for fear they might cause offence in saying no. Others simply dont feel comfortable saying no to their manager. Your manager would much prefer someone else, more able, to do a task, than have it only partially done because you have insufficient time or to have you break down at work. Be upfront. Say, I am sorry, I would like to help out but I've got XYZ to complete by this date, I would struggle to complete it well, and would prefer you ask someone else. It's that simple. And, if you have a boss who is a prick, then go find a better place to work.
You cannot do your job effectively if you are stressed or on sick leave. You have customers and patients that rely upon you. You must look after yourself by being proactive about reducing the opportunity for stress. Adopt a Buddhist approach, say the right things, take the right actions and be mindful of your environment.
Finally don't beat up on yourself. We are human, we make mistakes. Sometimes our emotions trigger off a reaction faster than we can spot it coming and do something else. When that happens say sorry, mend the bridges and move on. You will learn from the experience. Remember you dont have to like the people you work with, however you do need to develop the skills to work with them in a positive and productive manner
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Everyone experiences events that are stressful to them. For some its being late for appointments, or when others are late, or being interrupted when on the phone. Take a piece of paper. List the events that really give you the irricks at work. Prioritise the list - some events are more stressful than others. Now beside each event note down the signs you might observe that indicate the potential for stress. For example, you might be chairing a meeting, you notice a couple of empty seats. This is a sign. The aim here is to identify the range of trigger points that might send you into a tiz. When you can identify the event and the signs that such an event is likely to occur you can then identify a range of strategies to help you cope better.
In most instances a stessful event is not attack on you personally. When a person is late for a meeting, its not that they don't appreciate your time or topic, its that they have sloppy work habits. That is their problem; not yours - so try not to take it personally.
Be proactive, don't wait for something stressful to occur. Move yourself from the event. Get some fresh air, cold water to drink, move around so that you are more relaxed, create your own 'sadhana' a place where you go to relax and reflect or find an ally to talk things through with.
Many of the things that cause us to be stressed are created by our own behaviour. If you become stressed at being late for meetings then leave yourself more than adequate time to get there. I am aware of a colleague who absolutely hates walking into a room full of strangers. So instead she arrives early and makes a point of greeting people as they arrive. Relaxed and positive. Another person who becomes physically stressed at moving from fresh air to an air conditioned room. He experiences severe persperation. The strategy, arrive early, go to the indoor area, sit, relax, take off the jacket, have a cool drink of water and let the body acclimatise. Then attend the meeting feeling relaxed and confident. If you have a task that requires uninterrupted concentration, try moving to a secluded place (where people cannot find you), work from home or a quiet cafe or just close the door with a polite sign asking people to indulge your need for privacy at this moment.
Many people, when they are trying to get you to accept their point of view, will attempt to raise the stress levels. They intuitively understand we are at our weakest when we feel stressed. It is when we are mot likely to give into their demands. You can control the stress levels in these situations.
We increase the stress levels by being reactive. One of the quickest ways to to shift from being reactive to becoming proactive (and less stressed) is to ask a question. It means you have to listen actively, you have to think through the questions. Others have to listen and they have to think through the answer.
As a manager be constantly aware of stressful situations occuring in your work group. Keep your ears and eyes open. Coach employees through stressful situations. Bring the group together to discuss, reflect and set boundaries for behaviours. It is important you remain cool, calm and collective, and avoid becoming stressed yourself - or being seen to be stressed - you as a role model is critical. Others will follow your lead and that helps to design the culture that works for your group. Been seen to practice the very things you would like others to do themselves.
Develop the ability to say NO. If you are unable to say no, politely, then you will become a doormat for someone. It is possible to say no to your boss. The success is in the way you say it. Some people prefer to say yes for fear they might cause offence in saying no. Others simply dont feel comfortable saying no to their manager. Your manager would much prefer someone else, more able, to do a task, than have it only partially done because you have insufficient time or to have you break down at work. Be upfront. Say, I am sorry, I would like to help out but I've got XYZ to complete by this date, I would struggle to complete it well, and would prefer you ask someone else. It's that simple. And, if you have a boss who is a prick, then go find a better place to work.
You cannot do your job effectively if you are stressed or on sick leave. You have customers and patients that rely upon you. You must look after yourself by being proactive about reducing the opportunity for stress. Adopt a Buddhist approach, say the right things, take the right actions and be mindful of your environment.
Finally don't beat up on yourself. We are human, we make mistakes. Sometimes our emotions trigger off a reaction faster than we can spot it coming and do something else. When that happens say sorry, mend the bridges and move on. You will learn from the experience. Remember you dont have to like the people you work with, however you do need to develop the skills to work with them in a positive and productive manner
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Sunday, July 5, 2009
None so blind as those that refuse to see
Recently I heard a television broadcaster pose a question. Will soccer become a bigger sport in Australia than Aussie Rules? My colleague, with me at the time, a true-blue Victorian, scoffed and said it will never happen. My response was to suggest her very response indicated it would happen.
Our choice of language is important. When we say it will never happen we may be opening the door to allow it to happen. Leaving aside the greater global popularity of soccer, the opportunities for players to represent their country, to play in almost any country in the world, to earn greater income, for television studios to demand higher advertising rates and provide greater sponsorship, for parents (and players) to avoid lifelong complications from a variety of horrendous injuries and the list goes on. In saying, 'it will never happen' we are closing our minds to the possibility it may happen and preventing ourselves from implementing flexible strategies designed to ensure sustainability.
How often do we say the words, 'it will never happen'? How often to we use these words to defend past ways of doing things? Part of our rationale is our fear of the unknown. We prefer to work with what we know rather than what we don't know. That doesn't mean we shouldn't take the time to discover what we don't know, in doing so the unknown becomes known, the future becomes clearer, our fears reduce and we move forward.
An army patrol has three options. The first is to sit and do nothing. The second is to send the entire patrol out at the same time, side by side, in a line and the third is to send out a couple of scouts to survey the approaching environment. If they elect to do nothing everyone will die. If they elect to walk shoulder to shoulder the majority will die. When they send out a scouting party, one or two or even maybe none, will die.
If you sit and do nothing then the future envelopes you to become the present and very soon you become the past. If you rush blindly into the future without taking time to gather information then you are gambling on survival - heads or toes. When we take the time to survey the future, gather information, blend it with past and create a new future, we adapt and the majority of us survive.
My colleagues approach to the question on the rise of soccer over Aussie Rules was to dismiss the possibility out of hand; in doing so took the sit and wait approach. If my colleagues perspective were representative of the majority of Victorians, then Aussie Rules may become a minority sport in time.
How do you avoid the 'sit and wait' approach at work? Firstly acknowledge the future will be different to the present. Nothing stays the same. Consider nursing, arguably the second oldest profession in the world, look at how it has evolved since the days of Florence Nightingale! I am sure many old-school nurses would prefer the profession to have remained as it was. Had it done so, how successful would hospitals be at attracting high quality people, today?
Take time to explore and ask 'what if' or 'how can we do this better'? In doing so you are intuitively exploring the changing needs of your customers and consumers. You are adapting.
I am certain Andrew Demetriou, CEO of the Australian Football League believes soccer could be bigger than Aussie Rules, if he and his executive team were to allow it to happen. I am equally sure they do not intend to sit and do nothing. The executive team of the AFL owe to their army of stakeholders and supporters to be aware of the the emerging environment and to prepare accordingly. As a member of the management team in your organisation you owe it to your stakeholders to do the same.
My question for you, this fine Sunday morning, is this. Is your management team hunkered down in a foxhole, content with present, believing it can survive a firestorm or have you sent out the scouts, to survey the emerging environment and to provide you with information to enable your organisation to operate in a sustainable manner?
If you are a manager in a public hospital perhaps I could pose the question to you in another way. Could the health system in Australia and New Zealand become a privatised system similar to that of the United States?
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Our choice of language is important. When we say it will never happen we may be opening the door to allow it to happen. Leaving aside the greater global popularity of soccer, the opportunities for players to represent their country, to play in almost any country in the world, to earn greater income, for television studios to demand higher advertising rates and provide greater sponsorship, for parents (and players) to avoid lifelong complications from a variety of horrendous injuries and the list goes on. In saying, 'it will never happen' we are closing our minds to the possibility it may happen and preventing ourselves from implementing flexible strategies designed to ensure sustainability.
How often do we say the words, 'it will never happen'? How often to we use these words to defend past ways of doing things? Part of our rationale is our fear of the unknown. We prefer to work with what we know rather than what we don't know. That doesn't mean we shouldn't take the time to discover what we don't know, in doing so the unknown becomes known, the future becomes clearer, our fears reduce and we move forward.
An army patrol has three options. The first is to sit and do nothing. The second is to send the entire patrol out at the same time, side by side, in a line and the third is to send out a couple of scouts to survey the approaching environment. If they elect to do nothing everyone will die. If they elect to walk shoulder to shoulder the majority will die. When they send out a scouting party, one or two or even maybe none, will die.
If you sit and do nothing then the future envelopes you to become the present and very soon you become the past. If you rush blindly into the future without taking time to gather information then you are gambling on survival - heads or toes. When we take the time to survey the future, gather information, blend it with past and create a new future, we adapt and the majority of us survive.
My colleagues approach to the question on the rise of soccer over Aussie Rules was to dismiss the possibility out of hand; in doing so took the sit and wait approach. If my colleagues perspective were representative of the majority of Victorians, then Aussie Rules may become a minority sport in time.
How do you avoid the 'sit and wait' approach at work? Firstly acknowledge the future will be different to the present. Nothing stays the same. Consider nursing, arguably the second oldest profession in the world, look at how it has evolved since the days of Florence Nightingale! I am sure many old-school nurses would prefer the profession to have remained as it was. Had it done so, how successful would hospitals be at attracting high quality people, today?
Take time to explore and ask 'what if' or 'how can we do this better'? In doing so you are intuitively exploring the changing needs of your customers and consumers. You are adapting.
I am certain Andrew Demetriou, CEO of the Australian Football League believes soccer could be bigger than Aussie Rules, if he and his executive team were to allow it to happen. I am equally sure they do not intend to sit and do nothing. The executive team of the AFL owe to their army of stakeholders and supporters to be aware of the the emerging environment and to prepare accordingly. As a member of the management team in your organisation you owe it to your stakeholders to do the same.
My question for you, this fine Sunday morning, is this. Is your management team hunkered down in a foxhole, content with present, believing it can survive a firestorm or have you sent out the scouts, to survey the emerging environment and to provide you with information to enable your organisation to operate in a sustainable manner?
If you are a manager in a public hospital perhaps I could pose the question to you in another way. Could the health system in Australia and New Zealand become a privatised system similar to that of the United States?
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
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