I follow the ‘projectshrink’ Bas de Baar, from the Netherlands, on Twitter. Bas writes stuff on project management. As you know, John Coxon & Associates has a workshop, ready for your team, titled Practical Project Management for Non Profits. (Give John a call on +61 3 5561 2228 to organise). Anyway back to Bas. He pointed me to a squidoo lens titled Not So Dumb Project Management Questions, hosted by Hal Macomber.
Even if you don’t have any interest in project management you gotta read this list of so-called dumb questions. They are not really that dumb – what is so dumb is that many people fail to ask them in the first instance. While written in the context of project management, every one of these questions applies to every other aspect of organisational management. I will even bet there are few in this list that you have failed to ask from time to time and wish afterwards that you, or someone, had done so. How dumb did you feel after not asking?
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
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Monday, February 23, 2009
Sunday, February 22, 2009
Hospital Front Line Management research
Back in 2006, researchers Lauren Arnold, Phd, RN, and Greg Nelson, conducted research titled Developing the new frontline manager. As a result of their research they identified five steps for preparing nurse leaders for success, these are:
1: Gaining management support
2: Creating a success profile of the ideal leader
3: Determining fundamental leadership skills and gaps
4: Training for gain
5: Sustaining momentum
In gaining support of management you need to demonstrate your understanding of key aspects of healthcare delivery - quality, retention, patient through put and leadership. When you apply for leadership development, frame your request along the lines of how the PD will help you develop this understanding.
Understand management models and those characteristics that determine effective leaders. Be aware of your own strengths and weakness and put in place a process for maximising strengths and turning weaknesses into strengths. Develop a training plan to help you achieve the knowledge and skills you need.
Sustain your momentum by taking on more responsible tasks, stretch yourself, work with mentors, apply the knowledge you have learned in the workplace at every opportunity.
If you are an aspiring nurse manager or already in a nurse management role and would like assistance to develop your full potential, call John Coxon on +61 03 5561 2228 to discuss how you would like to develop you career. We are able to help in many different ways.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
1: Gaining management support
2: Creating a success profile of the ideal leader
3: Determining fundamental leadership skills and gaps
4: Training for gain
5: Sustaining momentum
In gaining support of management you need to demonstrate your understanding of key aspects of healthcare delivery - quality, retention, patient through put and leadership. When you apply for leadership development, frame your request along the lines of how the PD will help you develop this understanding.
Understand management models and those characteristics that determine effective leaders. Be aware of your own strengths and weakness and put in place a process for maximising strengths and turning weaknesses into strengths. Develop a training plan to help you achieve the knowledge and skills you need.
Sustain your momentum by taking on more responsible tasks, stretch yourself, work with mentors, apply the knowledge you have learned in the workplace at every opportunity.
If you are an aspiring nurse manager or already in a nurse management role and would like assistance to develop your full potential, call John Coxon on +61 03 5561 2228 to discuss how you would like to develop you career. We are able to help in many different ways.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Tuesday, February 3, 2009
Generational Change
Look around your management team. What do you believe the average age to be? If your management team is typical, then the average age will be somewhere between 50 years and 60 years. Sure there will be a handful of younger managers, often in front line management roles. The reality is that over the next decade many of those on your management will retire. They will be replaced by those younger managers currently in front line management roles.
This change will present many challenges. Being young and ambitious is not a qualification for executive management, it is simply a characteristic. Those younger Gen X managers moving into the executive suite over the next decade will need to build relationships with older, wiser, more experienced baby boomers. To not tap into the combined knowledge of those baby boomers still in the workplace will be a risky strategy.
For those currently aged in their 30's, with ambitions for leading our health providers, it is important, having achieved the top role, to avoid falling into the trap of believing you have all the answers. Effective leaders recognise the strengths others bring to an organisation. They gather round them people able to work together in a collaborative manner; that are aligned with the strategic direction of the organisation. The mantle of leadership is not a title to be claimed, it is a recognition bestowed by others, as a result of being seen to lead in a manner that develops trust, respects individuality while facilitating collaboration and ensure people are treated with dignity.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
This change will present many challenges. Being young and ambitious is not a qualification for executive management, it is simply a characteristic. Those younger Gen X managers moving into the executive suite over the next decade will need to build relationships with older, wiser, more experienced baby boomers. To not tap into the combined knowledge of those baby boomers still in the workplace will be a risky strategy.
For those currently aged in their 30's, with ambitions for leading our health providers, it is important, having achieved the top role, to avoid falling into the trap of believing you have all the answers. Effective leaders recognise the strengths others bring to an organisation. They gather round them people able to work together in a collaborative manner; that are aligned with the strategic direction of the organisation. The mantle of leadership is not a title to be claimed, it is a recognition bestowed by others, as a result of being seen to lead in a manner that develops trust, respects individuality while facilitating collaboration and ensure people are treated with dignity.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Wednesday, January 7, 2009
Workplace Bullying
I was reading about some research into workplace bullying in hospitals. This piece included a case study from an Australian hospital. http://content.healthaffairs.org/cgi/content/full/21/5/189#SEC2
In an environment where health providers throughout the world face increasing shortages of skill employees, the cost of workplace bullying is magnified. The issue can be that bullying is a hidden disease. Often it takes places without the perpetrator actually being aware that they are engaged in bullying behavior. This is a reflection of poor development amongst managers. Front line managers in particular should be at the forefront of identifying incidents of bullying and provide a bully-free role model.
In this research, 38% of people interviewed reported being the victim of workplace bullying. A further 40% reported being witness to workplace bullying. These are significant numbers. It is possible they are conservative reports; certainly the percentages will be higher in some organisations than others. This suggests bully is a feature of an organisation's culture. Where workplace bullying is actively discouraged the message is one which demonstrates such behaviour will not be tolerated.
The cost of workplace bullying can be high. The direct cost may be measured in turnover and failure to attract the best people to work in an organisation. The cost of prevention is lower than the cost of allowing bullying to take place.
The first stage in prevention is education and awareness. Regrettably many of our normal social behaviours are bullying behaviours - and therefore not considered out of the ordinary. Staff at all levels need to be made aware of various behaviours and the impact these may have on other people.
Following on from education is a process whereby all managers are seen to be developing and reinforcing a culture free of bullying. This begins in the CEO's office. If the CEO bullies senior executives or middle management or any staff member, then the message is clear. Bullying is acceptable. It is the way we do things around here.
All other managers should make an effort to demonstrate to their team members their understanding of the signs of workplace bullying and show by their actions they will be proactive in stamping out such behaviours. It goes without saying, almost, that they to should avoid such bullying behaviours themselves in their dealings with staff.
John Coxon & Associates has created an in-house program designed to reduce the costs created by workplace bullying. This program is a mixture of management consulting, workshopping and ongoing management coaching. To discuss the program telephone +61 3 5561 2228 or email admin@johncoxon.com.au
Why have we done this? Simple, we view this as a management behavioural issue. We work with managers to help develop effective management competencies. In your organisation, this issue can be resolved only when your management team take responsibility for their behaviours.
Let The Journey Continue
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
In an environment where health providers throughout the world face increasing shortages of skill employees, the cost of workplace bullying is magnified. The issue can be that bullying is a hidden disease. Often it takes places without the perpetrator actually being aware that they are engaged in bullying behavior. This is a reflection of poor development amongst managers. Front line managers in particular should be at the forefront of identifying incidents of bullying and provide a bully-free role model.
In this research, 38% of people interviewed reported being the victim of workplace bullying. A further 40% reported being witness to workplace bullying. These are significant numbers. It is possible they are conservative reports; certainly the percentages will be higher in some organisations than others. This suggests bully is a feature of an organisation's culture. Where workplace bullying is actively discouraged the message is one which demonstrates such behaviour will not be tolerated.
The cost of workplace bullying can be high. The direct cost may be measured in turnover and failure to attract the best people to work in an organisation. The cost of prevention is lower than the cost of allowing bullying to take place.
The first stage in prevention is education and awareness. Regrettably many of our normal social behaviours are bullying behaviours - and therefore not considered out of the ordinary. Staff at all levels need to be made aware of various behaviours and the impact these may have on other people.
Following on from education is a process whereby all managers are seen to be developing and reinforcing a culture free of bullying. This begins in the CEO's office. If the CEO bullies senior executives or middle management or any staff member, then the message is clear. Bullying is acceptable. It is the way we do things around here.
All other managers should make an effort to demonstrate to their team members their understanding of the signs of workplace bullying and show by their actions they will be proactive in stamping out such behaviours. It goes without saying, almost, that they to should avoid such bullying behaviours themselves in their dealings with staff.
John Coxon & Associates has created an in-house program designed to reduce the costs created by workplace bullying. This program is a mixture of management consulting, workshopping and ongoing management coaching. To discuss the program telephone +61 3 5561 2228 or email admin@johncoxon.com.au
Why have we done this? Simple, we view this as a management behavioural issue. We work with managers to help develop effective management competencies. In your organisation, this issue can be resolved only when your management team take responsibility for their behaviours.
Let The Journey Continue
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Tuesday, January 6, 2009
Turnover is good
I 'borrowed' the headline above from an article by Molly Rowe at HealthLeaders Media. I hope Molly will not be to upset as I want to expand upon, and add my own perspective, to an article Molly wrote early in 2008.
Why would turnover be good? Especially in these difficult times with looming labour shortages forecast. The key is to hire the best people for the job. Those that have the right attitude as well as appropriate workplace qualifications. The key is to hang on to these people, come hell or highwater. Get rid of those with low skill levels and a lack of desire to learn new competencies or processes - they are a deadweight around the neck of efficiency. These people are the ones you want to turnover, fast and soon. In a difficult economy the most difficult people to get rid of are the deadweights. These people do not contribute to your organisation in any meaningful manner - in fact they contribute to its lack of effectiveness. These people stangle your organisation. They mire it in mediocrity. The contribute towards the turnover of good people - the very people you need to retain.
Why do we hire deadweights? There are a number of contributing factors. One is that many managers have poorly developed recruitment competencies. They assume to much, they do not ask relevant questions during interviews. A qualification is not a passport to competency - all a qualification does is get someone into an interview. Managers fail to follow up with properly conducted reference checks. Yes, applicants will always seed their reference list with supportative people. Use this technique. Say to the referee, "this person tells me they were involved in achieving xyz . . ". What are your recollections of this event? Listen for the gap between the applicants version and the referees version. There is no point in discussing with the referee stuff that is contained in the application - dig deeper and search for anomolies. Discovery of an anomoly doesn't automatically make an applicant unsuitable - it simply points you to areas for further discussion and exploration.
My point? Good employee relations begins at the recruitment stage, right at the beginning. Before you even advertise. Know what you want from this person. Understand the type of person you want. (Try involving existing staff in this process). Clearly define the role, expectations, responsibilities and outcomes. More tomorrow, where I will talk about some of the successful strategies we have employed when recruiting on behalf of clients.
Welcome to 2009. I trust all those that join us on our journey had an enjoyable festive season, however you celebrate it and we look forward to travelling onwards throughout the year.
Let The Journey Continue
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Why would turnover be good? Especially in these difficult times with looming labour shortages forecast. The key is to hire the best people for the job. Those that have the right attitude as well as appropriate workplace qualifications. The key is to hang on to these people, come hell or highwater. Get rid of those with low skill levels and a lack of desire to learn new competencies or processes - they are a deadweight around the neck of efficiency. These people are the ones you want to turnover, fast and soon. In a difficult economy the most difficult people to get rid of are the deadweights. These people do not contribute to your organisation in any meaningful manner - in fact they contribute to its lack of effectiveness. These people stangle your organisation. They mire it in mediocrity. The contribute towards the turnover of good people - the very people you need to retain.
Why do we hire deadweights? There are a number of contributing factors. One is that many managers have poorly developed recruitment competencies. They assume to much, they do not ask relevant questions during interviews. A qualification is not a passport to competency - all a qualification does is get someone into an interview. Managers fail to follow up with properly conducted reference checks. Yes, applicants will always seed their reference list with supportative people. Use this technique. Say to the referee, "this person tells me they were involved in achieving xyz . . ". What are your recollections of this event? Listen for the gap between the applicants version and the referees version. There is no point in discussing with the referee stuff that is contained in the application - dig deeper and search for anomolies. Discovery of an anomoly doesn't automatically make an applicant unsuitable - it simply points you to areas for further discussion and exploration.
My point? Good employee relations begins at the recruitment stage, right at the beginning. Before you even advertise. Know what you want from this person. Understand the type of person you want. (Try involving existing staff in this process). Clearly define the role, expectations, responsibilities and outcomes. More tomorrow, where I will talk about some of the successful strategies we have employed when recruiting on behalf of clients.
Welcome to 2009. I trust all those that join us on our journey had an enjoyable festive season, however you celebrate it and we look forward to travelling onwards throughout the year.
Let The Journey Continue
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Saturday, December 20, 2008
Were taking a break
It's that time of the year. Were taking a break for a couple of weeks. Shutting up shop to relax with friends and family over the festive season and take the opportunity to recharge the batteries. To all those that have followed our blogs throughout 2008, we thank you and we are humbled that you would chose to travel with us on our journey. We trust you all enjoy the festive season and we look forward to meeting up with each of you again in 2009.
John Coxon
John Coxon
Tuesday, December 16, 2008
MBA - Useful or Useless?
The November issue of Insite, the Aged Care industry newspaper has a feature on management. On its front cover it asks the question whether an MBA is purposeful or pointless for executives in the aged care sector?
I would like to take a slightly broader perspective than the aged care sector. Let me state first up that I dont have an MBA or even an undergraduate degree. While I have studied a variety of University level diplomas and courses, I have tended to get my education from the University of Hard Knocks. There are many, especially amongst those that have invested in higher degree level education, who would view my comment as being cynical. They would be wrong. I am totally in favour of continuous learning. The process of learning is more important than the channel used to learn.
More importantly, I believe than the actual qualification, is the reason why one believes the qualification is necessary. The often quoted outcome of MBA level education is that it teaches people critical analysis skills. Maybe. My question would be this. Does it teach people how to apply those skills in the real world of constantly changing environments and pressure to perform? Looking around the world at present and seeing the impact of the economic crisis and prior to that the meltdown of the dot-com era, I get a sense that those with the education somewhat lacked the ability to apply their learnings in a practical manner.
Some have a tendency to believe the qualification actually qualifies them to perform a certain role. Nothing could be further from the truth. Interestingly enough, research worldwide suggests the majority of current CEO's tend not to have post graduate level education. They got where they are by experiential learning and applying common sense. In future that balance will change, I believe, increasingly more CEO's will have higher tertiary education. This will not be because they need it to do the job, it will be a result of increasing numbers of people completing post graduate university degrees.
For those that enjoy the structured learning of University, and I did, then completing post graduate education may well be a good option, though a reasonably expensive one. The cost has to be recovered at some point and the question has to be asked whether the benefit is equal to or greater than the cost? In my case I have always been busy getting on with the job to find the time to learn how to get on with the job. I have also made a lot of mistakes and I am sure many of those would not have been made, or the impact may have been less, had I spent more time with colleagues in a more formal learning environment. Equally I could have made less mistakes had I spent more time seeking guidance from mentors already in my fields of endeavour.
This serves to illustrate there are many different ways to gain an understanding of issues - and that is what higher education provides, a broad understanding. It also opens your mind to different perspectives.
Just this morning, one of the people I follow on Twitter posted an item about free university education.
This intrigued me so I took the time to look through some of the offerings. I looked at the course material for a program on advanced strategic planning. Read it, enjoyed and decided it didnt add a lot to my current level of understanding, gained from 35 years of practical experience.
This is not a rejection, or a criticism of the course or its producers. For someone else, without my practical experience, such courses offer a cost effective means of learning at a higher level. For those that might be considering this option, I will offer this insight. While attending University in the past I have found many of the lectures only so-so. Where I have gained the most is from interaction with individual lecturers and with other students. While face to face interaction is preferable you can replicate this interaction online.
Would I hire someone with an MBA level degree over someone with experience and able to demonstrate understanding and the ability to achieve? Probably not. Would I hire someone with practical experience and and MBA over someone with just practical experience? Probably so. Would I use degree level education to filter out applicants for a position? Never. When I help clients hire, I am looking emotional competencies and a demonstration of continuous learning. We can develop all the other competencies over time.
Let The Journey Continue
John Coxon
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
I would like to take a slightly broader perspective than the aged care sector. Let me state first up that I dont have an MBA or even an undergraduate degree. While I have studied a variety of University level diplomas and courses, I have tended to get my education from the University of Hard Knocks. There are many, especially amongst those that have invested in higher degree level education, who would view my comment as being cynical. They would be wrong. I am totally in favour of continuous learning. The process of learning is more important than the channel used to learn.
More importantly, I believe than the actual qualification, is the reason why one believes the qualification is necessary. The often quoted outcome of MBA level education is that it teaches people critical analysis skills. Maybe. My question would be this. Does it teach people how to apply those skills in the real world of constantly changing environments and pressure to perform? Looking around the world at present and seeing the impact of the economic crisis and prior to that the meltdown of the dot-com era, I get a sense that those with the education somewhat lacked the ability to apply their learnings in a practical manner.
Some have a tendency to believe the qualification actually qualifies them to perform a certain role. Nothing could be further from the truth. Interestingly enough, research worldwide suggests the majority of current CEO's tend not to have post graduate level education. They got where they are by experiential learning and applying common sense. In future that balance will change, I believe, increasingly more CEO's will have higher tertiary education. This will not be because they need it to do the job, it will be a result of increasing numbers of people completing post graduate university degrees.
For those that enjoy the structured learning of University, and I did, then completing post graduate education may well be a good option, though a reasonably expensive one. The cost has to be recovered at some point and the question has to be asked whether the benefit is equal to or greater than the cost? In my case I have always been busy getting on with the job to find the time to learn how to get on with the job. I have also made a lot of mistakes and I am sure many of those would not have been made, or the impact may have been less, had I spent more time with colleagues in a more formal learning environment. Equally I could have made less mistakes had I spent more time seeking guidance from mentors already in my fields of endeavour.
This serves to illustrate there are many different ways to gain an understanding of issues - and that is what higher education provides, a broad understanding. It also opens your mind to different perspectives.
Just this morning, one of the people I follow on Twitter posted an item about free university education.
This intrigued me so I took the time to look through some of the offerings. I looked at the course material for a program on advanced strategic planning. Read it, enjoyed and decided it didnt add a lot to my current level of understanding, gained from 35 years of practical experience.
This is not a rejection, or a criticism of the course or its producers. For someone else, without my practical experience, such courses offer a cost effective means of learning at a higher level. For those that might be considering this option, I will offer this insight. While attending University in the past I have found many of the lectures only so-so. Where I have gained the most is from interaction with individual lecturers and with other students. While face to face interaction is preferable you can replicate this interaction online.
Would I hire someone with an MBA level degree over someone with experience and able to demonstrate understanding and the ability to achieve? Probably not. Would I hire someone with practical experience and and MBA over someone with just practical experience? Probably so. Would I use degree level education to filter out applicants for a position? Never. When I help clients hire, I am looking emotional competencies and a demonstration of continuous learning. We can develop all the other competencies over time.
Let The Journey Continue
John Coxon
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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