Today’s Learning Objectives Understand how 3 core aspects drive keys to effective delegation Understand principles of MBO, including how to be SMART Be able to apply these concepts to real-life situations

Today’s Agenda Follow up on time management Discuss delegating Introduce integration Teams prepare for integration

First: Our Web Site!

The Rational Goal Model $ Clear direction leads to productive outcomes Goal clarification and action! Bottom line Manager as director and producer

Complement: -- The Human Relations Model

The Producer Role Maintaining productivity Motivating people Ensuring goal accomplishment

Managing Time Values and vision should drive Use your calendar actively: –Note deadlines -- make tick marks before –Make a new to-do list every day –Prioritize: A,B,C – set times for the As –Break tasks into small, specific pieces –Be realistic – double your time estimates

What We’ll Look For in Calendars Vision, mission, and goals Monitoring/managing your own behavior To-do lists Specific time blocks

Managing Stress Know your values and vision Prioritize accordingly Take care of your body: –Eat healthy food –Drink water –Exercise –Get enough sleep (regularly)

The Director Role Clarifying expectations: ‘Where are we going?’ ‘Why?’ Defining reality Giving direction

Visioning, Planning, and Goal Setting Values > Vision > Mission > Goals and Objectives

Goals: The HOW Goals and objectives are plans S.M.A.R.T.: Specific Measurable Assignable Realistic Time Related

The Director Role Competency of Delegating Effectively Defined as: entrusting a particular assignment, task, or process by one individual to another. Happens up, down, and sideways!

3 Core Aspects of Delegation 1.Responsibility 2.Authority 3.Accountability

Keys to Effective Delegation Clarify what you want first Match the job with the right person Communicate clearly up front Keep the channels of communication open

More Keys to Delegation Give the other person room to do the way s/he wants Monitor but don’t suffocate Hold him or her responsible, but ‘as a teacher, not a police officer’ Recognize his or her work – say thanks!

Scenario A: The Ineffective Subordinate From Management Principles for Health Professionals, 3 rd Edition, by Joan Gratto Liebler and Charles R. McConnell Aspen.

Nursing supervisor Kate Dyer was going nowhere getting nurse manager Susan Foster to act like a manager. Whenever Ms. Dyer went through Ms. Foster’s unit she found Foster’s desk in disarray and Foster behind in her work. Foster had recently missed 3 important meetings. She had ignored suggestions to delegate to her own subordinates. Dyer had also asked for a written list of division of staff duties on Foster’s unit, and had not received it. Whenever Dyer asked Foster how things were going Foster would say “fine,” but whenever she asked Foster about specific tasks, Foster would say, “I simply haven’t been able to get to it.”

Scenario B: ‘You’re Doing What?’ From Cases in Health Services Management, 3 rd Edition, by Jonathon S. Rakich, Beaufort B. Longest, Jr., and Kurt Darr, 1995, Health Professions Press.

Recently, a local union began a campaign to organize the support services personnel at Pleasant Valley Hospital. They were building on staff grievances that included poor environmental conditions in the laundry, supply, and plant operations; favortism in nursing promotions and day scheduling, and harsh supervisors. CEO Bender asked the HR director to prepare materials for employees to counter these criticisms. The HR director scheduled gripe sessions for each shift. Bender was amazed. “Do you really expect very senior people to come to gripe sessions at 1 am for the night shift?”

Scenario C: The Slippery Boss

Recently the integrated health system in which you work received a substantial grant to develop a population-based approach to ambulatory care. When your boss asked you to set this up you were thrilled. You have met with a number of people on his behalf to recruit them to the effort. Now, 6 months into the planning, your boss has still not hired a medical director, and people are beginning to ask questions. When you ask what’s going on, he replies vaguely, “These things take time.” You’re beginning to wonder how serious he really is about implementing this grant.

Delegating Take Homes Make your purpose clear Be SMART Allow enough authority Monitor but don’t suffocate Keep communication going Show appreciation