Sunday, June 28, 2015
I pondered your question about management not listening and offer the following: For one to listen they must stop talking, verbally and non-verbally. That includes suspending whatever agenda, perceptions, preconceived notions, desires, repulsions or judgements they may have. Their aim should be to fully and completely understand the person. Any notion of helping or problem solving should come after communication has been completed.
You also asked for "advice for hospice employees working for managers who say they believe in teamwork but act autocratically, who say they're open to input but never seek it, who hold it against employees finally fed up enough to take the risk to speak out." I offer several observations for those who must find their way in such circumstances.
There are ways of managing that appreciate the depth and complexity of life, that honor whole people in the workplace, that focus on the most important things (which is not numbers or money), that foster teamwork, trust and achieving great things. This cannot be done by control from above, whether it be edicts from senior executives, regional managers or local site leaders. "Doing to" people may achieve the illusion of success on shallow measures. This is as fleeting as the house built on sand.
"Doing with" is the only way to achieve success over time. Your company and site leader are limited in their vision. They obsess over measures that are not primary. They are not able to suspend their talking to hear.
People experiencing this form of management obtuseness and control are naturally frustrated. Yet, this is an opportunity for growth. I encourage you to observe that which is going on. Try to observe the whole room, including your reactions as situations unfold. What is being triggered in me? Why do I have this reaction at this time? If you can monitor and learn from your self-talk you can become a better listener.
The challenge is for you to become a better listener. What you learn from yourself and others will guide your future.
StrangeTony (from retirement)
Sunday, June 21, 2015
Do you have any advice for hospice employees working for managers who say they believe in teamwork but act autocratically, who say they're open to input but never seek it, who hold it against employees finally fed up enough to take the risk to speak out?
This is all the more jarring in hospice with its interdisciplinary team emphasis. How can hospice be a team when management views us as a collection of individual parts that must be controlled, directed,, externally motivated, kept in the dark, even micromanaged?
My company lets anything go management wise as long as census and admissions are fine. They believe our Branch Manager is solely responsible for good volumes and positive budget performance, as opposed to the sixty seven non-management employees busting their backside to provide great service on a daily basis.
Should volumes drop our Branch Manager delegates blame to anyone but them. Corporate nits suddenly start hovering around looking for who to pressure, reduce or eliminate. They offer exhortations like "pick up the pace."
A wise physician's message to corporate types: Take care of patients and employees and census will follow. Nobody's listening.
Anonymous (from Gentiva, a Kindred at Home company)
Friday, June 5, 2015
Swirl this around in your mint julep. Kindred filed a stock registration with the SEC for 200,000 shares to be used in non-employee Board member compensation. Kindred employees lack a stock purchase plan, something Gentiva employees once had as a benefit. It's better together for Board members. For employees, no evidence yet.
Anonymous (from Gentiva, rebranded Kindred at Home)