3/10/2016. Laboratory Management & Leadership. Laboratory Management. OVERVIEW Fit for life, fit to fight

Transcription

1 CLMA Knowledge Lab 2016 Breakout Session 3D Laboratory Management & Leadership OVERVIEW Lab Management 101 Customer Service Leadership Laboratory Management First and foremost Clinical Laboratory Improvement Program (CLIP) (civilians think CLIA) compliance College of American Pathologists Accreditation Needs to be a continual focus area and not 6-month spin up Sound competency assessment program Solid proficiency testing Those are the first two keys to success, make sure you get them right but don t forget the Personnel/Equipment Productivity/Cost Policies/Procedures 1

2 Set the Atmosphere Take pride in your organization Trust people have to trust your judgment Establish it Develop it Sustain it Productivity Easiest objective to get to focused on Don t push productivity at expense of Trust and Leadership Development Leadership Development Don t develop people to follow you; Develop them to become leaders Achieve this and you have a leadership culture Know Your Customers Not just the patient Professional staff Your boss Local network providers Local hospitals Regional peers Get out and know them, collaborate Provide outstanding service to them all Preparation Instill PRIDE We must continually prepare for and be mission ready so we can respond to any challenge Respect Mutual respect for one another; it takes all kinds to accomplish the mission in today s Air Force Expect an environment free from discrimination and harassment Innovation Every Dollar Counts Given the current fiscal climate; innovation is the key to our future success Discipline You are part of the most respected Air Force in the world, and that comes from discipline; setting the standard and living the Core Values (Integrity First, Service Before Self and Excellence in all we do) Enthusiasm You have to enjoy what you do, make it fun the one thing each of you control every day is your attitude; make yours a positive one and set the tone for those around you. With PRIDE taking care of mission and people is easy 2

3 Four Key Principles to Outstanding Customer Service Attitude: Choose your attitude. How you think about the customer is how you will treat them. A shining attitude is contagious around customers and shows in the quality of your work. Consistency: Customers return because they liked what happened last time. Set high service standards and live them every day. Teamwork: Commit to teamwork. Look for ways to make each other look good. In the end, everything everyone does ends up in front of the customer. Service: Make serving others your number-one priority. Great customer service happens when you exceed customers expectations by adding your special touch and by having the courage to make things right. Not Disney World Fun Focus on Fun Make work enjoyable, happy people are more productive Something as simple as fun is the easiest way to change people s behavior This next video depicts how making something fun or interesting changed a behavior Make it (life/work) fun! 3

4 Superior Customer Service Take care of your people Understand that not everyone is motivated the same way Up bringing Experiences Values Generational Leadership Leadership For the first time in history, we have a work force comprised of individuals from four generations: Traditionalist (born ) Baby Boomers (born ) Generation X (born ) Generation Y/Millennials (born ) With the latter two groups making up the majority of our force. Generational Leadership With their different values, experiences, styles, and activities the potential exists to create misunderstandings and frustrations between the groups. For each generation there are particular experiences that mold specific preferences, expectations, beliefs and work style, At the forefront is how they are treated by the organization and their leadership. Good leaders have the innate ability to adapt and merge them into a productive team: Spend time on the people you hire Encourage them to take risk 4

5 Silly(?) intergenerational issues Millennials What to do? Traditionalists What to do? Baby Boomers 5

6 What to do? Gen Xers What to do? Millennials Challenge Blending and motivating a diverse group of people How can you possibly do this as a newly minted lab manager? 6

7 By being Leader What is a leader? Some understand a leader simply as: somebody whom people follow, or as somebody who guides or directs others Leaders are people who know how to achieve goals, have vision and inspire people along the way! good leaders protect us from change prevent depression give us confidence are decisive know what needs to be done Influence us 7

8 Positional Permission Production People Development Pinnacle John C. Maxwell s Levels of Leadership 1. Positional People follow you because they have too (Rights) Lowest level of leadership (entry level) Only influence is the job title Rights granted by the position and title Everything is wrong with using position to get people to follow you Position is not influence May be a boss, but they are never a leader 2. Permission People follow you because they want to (Relationships) When you like people and treat them as individuals with value, you begin to develop influence You develop trust Environment becomes much more positive Not about preserving position, but about getting to know their people and figuring out how to get along with them Leaders find out who their people are Followers find out who their leaders are You can like people without leading them, but you cannot lead people well without liking them! 8

9 3. Production People follow because of what you have done for the organization (Results) Good leaders don t just create a pleasant working environment, they get things done! Positive things happen at this level; work gets done, morale improves, goals are achieved. Leading and influencing others becomes fun 4. People Development People follow because of what you have done for them (Reproduction) Leaders become great, not because of their power, but because of their ability to empower others Use their position, relationships and productivity to invest in their followers, developing them into leaders Production may win games, but People Development wins championships Two things happen at this level: Teamwork goes to a very high level because investment in people deepens relationships and strengthens loyalty Performance increase because there are more leaders 5. Pinnacle People follow because of who you are and what you represent (Respect) Highest and most difficult level to achieve Requires not only effort, skill and intentionality, but also a high level of talent Only naturally gifted leaders ever make it to this level They develop people to become Level 4 leaders They transcend the organization and even the industry 9

10 Final Thoughts Leadership styles develop/mature over time You will do and learn things that work and things that don t work Key is to learn from the things that don t work and don t repeat them. Leadership requires Vision - have to make people believe/feel like they can accomplish something Final Thoughts Have a willingness to accept challenges Develop a diversity of solutions: Can t solve problems with the same level of effort that created them. And finally, Learn, Earn, Return The journey can be long Persevere! Be that Coach/Leader that people trust and admire Perseverance Finish the Race! Perserverence Finish the Race 10