Kathy Rice and Eric Harvey gut-level, real-world messages from managers to employees healthcare edition walk    awhile in   shoes my

Dear Employee: (introduction)    On “change”    On making tough choices    On caring for patients    On “no win” situations    On selection and promotion    On complaints and criticism    On dealing with performance problems    On “being in on things”    On being “objective, consistent, and fair”    On how you perceive me    On the joys of the job    On “the future”    What I ask of you   page 2 page 5 page 7 page 8 page 10 page 11 page 13 page 15 page 16 page 17 page 19 page 21 page 22 page 23 ... The Messages — 1 —

Dear Employee: I am every manager. I’m known by many labels:  president, COO, administrator, director, department head, supervisor, team lead- er, boss ... and sometimes a few less flattering ones I know are used but prefer not to mention. I am woman, and I am man.    I’m every color, every belief, and every size.   I’m old, young, and everything in between. I’ve worked here longer than you and not as long as you. I am a son. I am a daughter. I’m married and single, a parent and without children. I’m alone, and I’m surrounded by people I care about deeply. Like you, I am a human being filled with joys, fears, frustrations, and hopes. Behind my management “game face,” I feel and I laugh ... and yes, I occasionally hurt. And, like you, I want to be understood, accepted, and appreciated. — 2 —

The following pages are about opening up to you – about sharing my feelings on just a few of the many aspects of my job and how they affect me. Some of what you read may surprise you … some may bring a laugh or two. All of these pages, I hope, will encourage you to see me in a new, and perhaps much different, light. I ask that you receive these messages with the same level of compassion and understanding that you wish from me as I read the flip side of this book. Chances are we’re not as different as you may think. And just maybe, you’ll be more inclined to “meet me in the middle,” where we can begin a new and better working relationship. Hear me. Understand me. Walk awhile in my shoes. — 3 —

         do not believe that you can do          today’s job with yesterday’s methods and be in business          tomorrow.                               – Nelson Jackson I — 4 —

If you’re expecting a lecture on the merits of change, forget it! That’s not what this is about. Sure, I know that con- stant change is a fact of life. And yes, I fully understand that we either adapt to change or fight it in vain and watch patients go elsewhere for treatment. But in reality, many times I’m as uncomfortable and down- right scared of change as you are. The healthcare market is changing so rapidly that we’re ALL in uncharted waters. Maybe you see me as the instigator or “perpetrator” of change. If you do, to a degree you’re right. Sponsoring and supporting change is one of my responsibilities – and it’s an abso- lute necessity in order to keep our organization successful and protect our jobs. But besides being a source of change, I’m also a victim of it. And when new laws, regulations, inspections, certifications, and increas- ing costs ( just  to  name  a  few)  come  “rolling  downhill,”  I  end  up  having to make as many adjustments as anyone else. Fact is, my job changes fairly often. It seems like every six months or so, I’m “asked” to be responsible for yet another process, team, initiative, or performance- improvement project. And most times, I get nothing more for my efforts than a big “thanks” from my boss. Like you, I have comfort zones that give me peace and a sense of stability. And just like you, my cage gets rattled when I have to change my habits by doing new and different things. Take this to the bank: You’re not the only one here who’s afraid of the unknown. Most times, I don’t know what’s out there any more than you do. But I do know that we have no other choice but to adapt, grow, and keep moving forward. Yes, change affects everyone. And I believe it’s mostly for the good. Just look around – I think you’ll find a whole bunch of changes that have turned out pretty darned positive. So, at those times when it seems like I just can’t make up my mind what it is I want you to do – when each day brings a different requirement or protocol – maybe you could cut me a little slack. I’m doing the best I can. And I’m right in the middle of it ... with you. When it comes to change, try walking awhile in my shoes! on “change” — 5 —

         he best managers make decisions on the basis of what is          fair and equitable, not what is popular –      bearing in mind that not everyone will be         pleased with these decisions.                               – Priscilla Gross — 6 —