SPD911 EP3 Part 2 Mastering Leadership: Beyond Task Management
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How should leaders focus on people rather than tasks?
And if you do, pay attention to the mission more than you're paying attention to the day to day. Because in every job, the day to day is a lot to deal with. In every job, the day to day is a lot to handle. In every job, the day to day, you have pieces that you love that make it worth coming back the next day. You have other elements that make you want to jump off a bridge. Baby, don't jump. Just come back again the next day. And then the third thing is, yes, it also is on your leader. The problem is we have a lot of leaders and we'll talk about this later again that are in certain positions, but they have not let go of their entry level ideology or perspective. When you are a manager in up, your business is not the task. Your business is the people.
Just as you used to pay attention to every tray, you should be paying attention to quality and improvement of your people as a manager and as a director. That's your focus. So your job every day is to do a litmus test with your people just as much as you did a litmus test with your trays. You should know what everyone's cadence is, just like every surgeon, right? Every surgeon got a type of way that they like their trays. Every OR is different on how they want to accept and accept it. And it's also dependent on who's the supervisor or the retrieving OR liaison of that shift. So if you have to be aware of those things as a leader, now I'm calling you out. Stop leading everyone with this custom one size fit all mentality.
Everybody needs a personalized touch, just like your trades need personalized IFUs. Every instrument need a different IFU. Some are similar, SGG. But it doesn't mean that it's the same. That's right. So I have to figure out the instruments as a leader. Each one of your assets are an instrument to your department. How does that instrument love to be inspired? How does that instrument love to be corrected? How does that instrument love to be developed? How does that instrument love to be poured into or chastised? I have to figure out each of these human instruments. And as a leader, I have to now get to know them just as much as I got to know those instruments. And then lastly, I want to say this.
If it ever got to a point where your livelihood or your stress was so great that you can no longer perform your job to the highest capability, especially in an environment that can cause harm to other humans. That's when you step away. That's when your integrity checks in. Because God doesn't respect person. He respects principle. That's why in my favorite book, it says that the wealth of the righteous is stored up in the hands of the wicked. It's not saying that because he honors the wicked. But some people that are wicked have amazing God like principles. They have standards and integrity that they will not cross. So God honors that. So my question to you, what are your standards and what what are your standards and integrity when it comes to you protecting yourself as well as protecting the patients that we're supposed to be supporting? What are those standards? You know what that forces us to do, SGG? To learn our laws and regulatory standards.
Yes. Because as a manager, as a leader, as a professional, as a technician, if everyone knew the regulatory standards, you can hold everyone in your upline accountable to say, yo, it takes 32 FTEs to run this department. You have us at 25. No, sir. No, ma'am. We can't do that. You're absolutely right. You're right. And it still stands. And I'm disagreeing with you. I am agreeing with you. You have to know your people. And you know them. You know the low hanging fruit. You know the middle hanging fruit. And you know the high hanging fruit. And you know when there's a difference in their walk and their talk. And as Dr. Jake says, as a leader, you have to be willing to support them and what is needed for them to be healthy mentally. Because if they're not healthy mentally, they're not going to do the job. That's right. If they didn't have an integrator, they forgot 10 instruments.
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Chapters
2 chaptersSpeakers
1 identifiedMore from Bred To Lead | With Dr. Jake Tayler Jacobs
Ep. 039 The Dance Begins: Curing Operational Blindness in Healthcare
Ep. 038 -The 10,000-Pound Elephant: Why Old Beliefs Keep Hospitals Chained
EP.037 The Hidden Beliefs That Keep Healthcare Stuck
EP: 036 The Healthcare Parallel: Why Optimizing the OR Alone Never Works
Who Says Elephants Can't Dance? IBM’s Comeback and the Healthcare Lesson
Ep.034 From Conformity to Innovation: Rebuild Leadership and Systems