Objectives Content (Topics) Teaching/Learning Resources Understand the vital role of leadership in achieving success.

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1 Title of Activity: Leadership In Long-Term Care (#1093) Total Number of Contact Hours: 6 Intended Level of Learner: Intermediate and Advanced Purpose/Goal: The course provides a comprehensive study of all aspects of leadership with special emphasis on building a successful and productive work environment. Objectives Content (Topics) Teaching/Learning Resources Understand the vital role of leadership in achieving success. Develop a firm belief system about the potential of leadership. The Leadership Factor: --Job satisfaction is the key to productivity and customer loyalty. --A relationship with the supervisor is the key to satisfaction. --Developing quality leadership is the single most important function of management. --It s tough but essential to find the time to lead. Fundamental Beliefs: --The leader is only as successful as his staff. --People generally do not perform poorly on purpose. --Fixing a problem performer is usually cheaper than replacing him. --Performance behaviors are the result of consequences.

2 Identify the essential elements of a job satisfaction culture. Understand the essential ingredients of good performance. Utilize a motivational system that will change behaviors. Identify the things a leader must do to be followed. --The group is smarter together than any one individual. --Top performance cannot be achieved without effective systems. --The leader s main job is to build an environment where staff can excel. Elements of a job satisfaction culture: --Mastery of job skills --A sense of achievement at the end of the day --Knowledge that they are trusted --Opportunity to have input --Proactive problem solving ability --Recognition for contribution --Evidence of appreciation --Self-confidence and selfesteem The performance continuum: --Natural talent --Can-do attitude --Good Skills --Broad job knowledge --Focus on outcomes The triangle of change: --Get their attention and give them a reason to change --Reward positive behaviors --Penalize negative behaviors What kind of leader do I want to be? --Supplying basic needs --Establish a common mission --Build pride --Lead from the front no matter the risks --Preserve unity almost at any cost --Recognize that even the right thing can be subject to timing --Recognize and seize Written material on line

3 Identify natural talents and develop a talent-based growth plan. Learn how to target and hire for talent. Understand how to define measurable outcomes. opportunity --Don t rest on your laurels. Keep on growing --Stand by your goals and key partners even in tough times --Help others grow even as you grow yourself Identify your natural talents, then grow them: --Greatest potential for growth lies in natural, personalitybased questions. --Select a career that requires your natural talents for maximum success. --Form productive partnerships with others whose talents differ from your own. --Be aware of your impact on others. Selecting for excellence: --Target existing talent. --Identify the optimum talent profile for the job. --Screen for talent first, then teach skills and knowledge. --Check references. --Ask performance-focused questions. --Natural personality-based talents and preferences will determine ability to perform and be satisfied Define outcomes, accept no excuses, then you can say: --You grew in the use of your talents. --You have a strong, committed staff. --You helped others grow. --Residents are satisfied beyond expectations. --You met or exceeded your financial targets. --The building and equipment Written material on line

4 Learn how to coach effectively. Discover techniques for turning a team into a community of caring. are up to date and in good repair. --You protected and enhanced the company reputation. --You have accepted no excuses for poor service. --Your staff is responsible and accountable. To enable performance: --Create conditions that make top performance possible. --Coaching begins with mutual agreement that a problem exists and must be corrected. --Since most people don t screw up on purpose, the manager s job is to expand their performance options. --A good coach runs with you. --Coaching is not punitive; it is about performance improvement. --The question is a more powerful coaching tool than the lecture. --Effective coaching is timely and specific. --Different personality types respond uniquely to motivators. --Effective discipline is honest, specific, timely and well documented. --A good coaching/discipline process will include both rewards and penalties. --A superstar housekeeper is more valuable to an organization than a mediocre nurse aide, yet we pay the aid more. --When promoting, provide for a way back. Build a community that enables excellence to thrive. --Encourage teamwork and helping each other.

5 --Acknowledge that stress is real, and then provide avenues for relieving stress. --Teach positive conflict management skills. --Make the workplace fun in a productive way. --Eliminate negative attitudes. --Never give up