Manager power! Confiden8al. Manager Power Inspiring Employee Passion and Purpose. Introduction. Why PointClickCare and Align?

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1 Manager power! Igniting employee passion and purpose 2018 NNFA / NALA / LPNAN Spring Convention Bill Gould, LNHA, MBA Manager, Shared Services PointClickCare Nancy Anderson, RN, MA SVP, Engagement Solutions Align Introduction Bill has spent his entire career in healthcare, working with clients in the acute, provider and long- term care markets. Prior to joining PointClickCare, Bill worked for United Healthcare and Allscripts Health Solutions in client management positions. He began his career as a licensed nursing home Administrator and still maintains an active license in the state of Iowa. He has extensive industry and regulatory knowledge working with EHR in the long-term, post-acute care market and has shared this knowledge through speaking engagements with the Iowa Healthcare association. He received his MBA from Iowa State University and graduated Summa Cum Laude. In addition to his MBA, he holds a bachelor of science in healthcare administration from the University of Wisconsin Eau Claire and has an active administrator's license in the state of Iowa. Currently he is pursuing a Juris Doctorate at Mitchell Hamline School of Law. Bill resides in Des Moines Iowa with his wife Katie and sons Liam and Kyler. In his spare time, he enjoys traveling and spending time outdoors (especially on the lake in the summer). Before he decided to pursue a career in healthcare, he had considered becoming a commercial airline pilot. Why PointClickCare and Align? Employee engagement and customer satisfaction are becoming increasingly important for our customers Help our customers achieve better results and enrich their experience with PointClickCare

2 30+ years in Senior Care Leadership Development Strategic Planning Organiza8onal Development Quality Improvement Talent Management Practical strategies for engaging, motivating and retaining committed employees Senior care leaders agree that the #1 challenge facing our industry today Recruiting and retaining qualified staff Is this a current challenge for you? No doubt about it and there is no magic solution!

3 Part of the solution Mobilize and equip leaders to create and sustain a culture of engagement An organizational culture that: Optimizes employee performance Compels staff to stay and give their best Drives sustained engagement Is this even possible? but A sustained culture of EMPLOYEE ENGAGEMENT requires a intentional deliberate TRANSFORMATIONAL approach systematic Why a cultural approach? Engagement is not warm and fuzzy! By focusing on employee engagement, you improve your business results. HOW do you shape a culture?

4 Some compelling numbers 59 % are more engaged when supervisor is highly engaged Opportunities 72 % are highly engaged when leaders perceived as effective Manager power! (Manager = Anyone responsible for leading a group of employees) What Engagement is (and isn t!) Engagement IS NOT satisfaction Engagement IS the emotional connection an employee feels towards their organization Results in an affinity towards the company and a willingness to put forth discretionary effort Engagement can t be dictated But you can create an engaging environment! if you know the emotional triggers that fuel feelings of engagement included involved inspired

5 Cultural attributes assessment Read the definitions of the cultural attributes of an engaged workforce. Think about how your employees experience your workplace environment. Using the scale below, rate the degree to which you believe these attributes currently exist in your organization. Comment on examples of where you currently see each attribute happening in your organization, as well as where you see gaps. Each manager should complete this assessment individually, and be prepared to discuss your responses in your Management Team meeting. Your candid, straightforward insights are essential. 1 = NEVER 2 = SOMETIMES 3 = USUALLY 4 = ALWAYS CLEAR SENSE OF PURPOSE: Employees have a clear line of sight to what matters most in the organization. COMMENTS: PEOPLE-FOCUSED MANAGERS: Managers and supervisors coach, develop and genuinely care about their employees. COMMENTS: ACTIVE VOICE OF EMPLOYEE: Employees have opportunities to share ideas, express concerns and provide input on improvement opportunities. COMMENTS: MEANINGFUL CONNECTEDNESS: The workplace supports a sense of belonging; promotes trust and collaboration among co-workers. COMMENTS: VISIBLE INTEGRITY: Organizational values are reflected in day-today behavior. COMMENTS:

6 Our emotional brain Engagement is the emotional connection an employee feels toward his or her organization Yes, we re going to talk about emotions because they strongly influence behaviors Minimize threats Maximize rewards This brain wiring allowed our ancestors to survive! The brain is wired to SURVIVE Social threats Employees are very in tune to these potential threats: Do I really matter here? Does anyone value what I m doing? Can I trust my boss? Does my boss have my back? Will he/she help me be successful? Am I accepted here? Does my boss treat me fairly?

7 Brain 101 Prefrontal cortex Used for planning, reasoning, logical decision making (the executive center of the brain) Scans for threats quickly, automatically, and sub-consciously (the uh-oh center of the brain) A triggered Amygdala takes resources away from the Prefrontal cortex! Response to social threats Our brain gives priority to perceived threats: Attention narrows and fixates on the threat Cognition and working memory decline Creativity drops Collaboration drops Empathy decreases Not exactly the state of mind that promotes productivity, engagement, great care or service excellence! How do you kindle the emotional factors that fuel feelings of engagement MANAGERS are the emotional thermostat included to shape an engaging workplace? involved inspired WHY do managers have significant influencing power?

8 Employees constantly interpret (and sometimes misinterpret!) the social meaning of their manager s behaviors... their words, tone of voice and body language. And the manager may not be aware of the impact they have! People will forget what you said. People will forget what you did. But people will never forget how you made them feel. Maya Angelou Significance Clear sense of purpose Safety People-focused managers Feel they matter and are a valued contributor Feel safe, respected; supervisor has their back Emotional factors that impact engagement Control Active voice of employee Feel some sense of control; have a voice about how things are done Connection Meaningful connectedness Feel a sense of belonging, part of team doing important work Fairness Visible integrity Feel they are treated fairly

9 EMOTIONAL FACTORS REWARDS and THREATS A leader s goal is to create an environment in which employees are engaged and can function at optimal performance levels. Recognizing the emotional factors that impact employee engagement provides insight into specific leader behaviors that serve to maximize positive engaged states of mind and minimize our easily activated threat responses. This understanding will help shape organizational culture and create optimal conditions under which people do their best work. Cultural attributes Clear sense of purpose People-focused managers Active voice of employee Meaningful connectedness Visible integrity Emotional factors SIGNIFICANCE I m a valued contributor. I matter. SAFETY My manager cares about my wellbeing and always has my back. CONTROL I have influence and control over my work and have a voice about how things are done. CONNECTION I belong. I feel part of a team that is doing important work. FAIRNESS I m treated fairly. EMOTIONAL REWARDS that promote a feeling of engagement My work has meaning and is valued Feel needed and appreciated as a contributor to goals and priorities of organization Receive recognition for my work Feel important, special, unique Feel in the know and proud of my organization Organization invests in my growth and development Feel confident that workplace is free of physical or psychological threats Routinely receive reinforcing feedback Trust that supervisor/manager cares about me and my personal well-being Consistent, respectful treatment Work in an environment of civility Some sense of control over work environment Involvement in decision making Opportunity to voice ideas, express concerns and provide input on improvement needs Supervisor keeps me informed and actively listens and acts on my input Feel a sense of belonging and connection Feel included as part of an in-group Feel connected to a community of people that share common interests and goals Work collaboratively to achieve the vital work that makes my organization great EMOTIONAL THREATS that detract from a feeling of engagement No connection to organizational priorities No acknowledgement of contributions Ignored, discounted, underestimated Organization allows/overlooks poor quality Not informed of big picture information Not offered growth opportunities stagnant environment Don t know what s expected of me or where I stand Question the safety of job and/or future with the organization No reinforcing or redirective feedback Erratic moods/behavior of supervisor Supervisor/manager doesn t listen to concerns Any situation that causes hurt or embarrassment Exposed to bullying Given no clear direction and feel powerless No effort to involve employees in decision making No employee listening processes or venues No communication about change or progress Micromanagement No effort to promote inclusion or teamwork Feel rejected, estranged, ostracized; not part of a team Processes/structures serve to alienate people from each other No sense of being connected with an organization that emphasizes and reinforces quality Leaders don t model the values and/or rules of the Leaders walk their talk organization Equal treatment Supervisor is viewed as having favorites Get resources needed to do my job including clear Held to unrealistic expectations told to perform expectations, tools, training, and information to a standard but not given the resources Concerns are heard and resolved fairly Employees feel they are taken advantage of Adapted from the work of David Rock, Founder of the Neuroleadership Institute and author of Your Brain at Work, 2008

10 INSTRUCTIONS: Identify specific behaviors or practices that will impact your employees emotional connection with your organization. In other words, what specific actions can you take as a leader to maximize positive engaged states of mind and minimize the easily activated threat responses? Cultural attributes Clear sense of purpose Environmental factors SIGNIFICANCE I m a valued contributor. I matter. Actions that promote employee engagement by nurturing EMOTIONAL REWARDS and minimizing EMOTIONAL THREATS People-focused managers Active voice of employee Meaningful connectedness Visible integrity SAFETY My manager cares about my well-being and always has my back. CONTROL I have influence and control over my work and have a voice about how things are done. CONNECTION I belong. I feel part of a team that is doing important work. FAIRNESS I m treated fairly. Circle the top two actions to which you can immediately commit.

11 Wrap-up Employee Engagement Focusing on employee engagement is critical, and understanding the factors that impact engagement is essential. The value of engaging your employees cannot be overstated it plays an important part in the success of your facility in an increasingly competitive marketplace. Nancy Anderson, RN, MA SVP, Engagement Solutions, Align Bill Gould Manager, Shared Services, PCC