2. About ME
BA in Comms (MBA Mktg)
20 Years In Corp. America
Started Career as Recruiter
Downsized 8X
Mktg/Sales Background
Launched Biz Consultancy in ‘09
Contact me:
T: (201) 683-3399
EM: Ethan@TheChazinGroup.com
3. J ob S e a rc h
S t r a t e g ie s
Me
In t e r v ie w in g &
N e t w o r k in g
C a r e e r C o a c h in g
L if e / W o r k B a la n c e
B u s in e s s O w n e r
C o a c h in g
H u m a n C a p it a l
D e v e lo p m e n t
P r o f e s s io n a l
D e v e lo p m e n t
S a la r y
N e g o t ia t io n s
11. Leadership: It’s In You
Management is detrimental; leadership
is critical – HERE’S WHY…
MANAGEMENT LEADERSHIP
“Management” (from Old French • Possess a VISION
• A person who builds consensus,
ménagement “the art of conducting, guides, or inspires others
directing”, from Latin manu agere “to • Generally refers to the position or
lead by the hand”) characterizes the office of an authority figure
process of leading and directing all or • The ability to get people to follow
part of an organization, often a willingly
• About behavior first, skills second
business, through the deployment • Creates “buy in”
and manipulation of resources
(human, financial, material,
intellectual or intangible)…
12. Definitions Abound
• Possess a VISION
• A person who builds consensus,
guides, or inspires others
• Generally refers to the position or office
of an authority figure
• The ability to get people to follow
willingly
• About behavior first, skills second
• Creating buy in
13. What Makes a Leader
• “They may forget what you said, but they will
never forget how you make them feel.” Carol
Buchner
• “Many of life's failures are people who did not
realize how close they were to success when
they gave up.” Thomas Edison
• “A leader is one who knows the way, goes the
way, and shows the way.” John C. Maxwell
• “Too many people overvalue what they are not
and undervalue what they are.” Malcolm
Forbes
14. T h h eC C h a izto G o o u p
T e How ni nG Become
ha z r rup a Leader
• Check Yourself…Who Are You?
– People Have to WANT to Follow You
• Possess Self Knowledge
– Your Strengths & Weaknesses
– Seek Opinions / Criticisms
• Become a Role Model
• Make Your Words Your Actions
– Your Actions Should Mirror Your Words
14
16. T h h eC C h a izto G o o u p
T e How ni nG Become
ha z r rup a Leader
• Be A leader in Your Own Image
• Hire Well
• Speak Well
• Fire Fast
• Develop “learning agility”
agility
16
25. Te h a z n Goal-Setting
T h h eC C h a iz i nG G o o u p
r rup
• Develop with DIRECT input from employees,
their peers, and other Managers they support.
• Quantify...quantify…QUANTIFY!
• Make all goals STRETCH goals.
• Revisit on a regular basis, not ANNUALLY.
• Make all your goals SMART goals…
26. T h h eC C SMART o u p
Te r r Goal-Setting
h h a iz i nG G o u p
az n
• Specific: Well-defined to inform employees what is
expected, when and how much. Specific goals enable
managers to measure progress toward completion.
• Measurable: Provide milestones to track progress and
motivate employees to achievement.
• Attainable: Success needs to be achievable with effort
by an average employee, but not too low.
• Relevant: Focus on the greatest impact to the overall
NY Hospital goals.
Time-bound: Give enough time to achieve the goal, but
not too much time to undermine performance. Goals
without deadlines fall to day-to-day crises.
28. Coaching p r ru &
T h h eC C h a iz i nG G o o u p
Te ha z n Mentoring
• Develop formal programs to align senior with
junior staff.
• Ensure buy in from all.
• Incentivize for participation and engagement.
• Create incentives
• Make it a commitment
• Encourage feedback
29. Coaching p r ru &
T h h eC C h a iz i nG G o o u p
Te ha z n Mentoring
• Metrics to Determine Success:
– Implement ideas to improve processes, improve
efficiencies, streamline operations, reduce time to
market, new products/services, and other revenue
generating or cost-reduction strategies to best
leverage YOUR COMPANY for future success
– Establish revenue objectives if applicable
30. Coaching p r ru &
T h h eC C h a iz i nG G o o u p
Te ha z n Mentoring
• Goals and Objectives:
– Create a process to gather ideas from all areas of the
Hospital.
– Develop a pre-funded program to back ideas for
short and long-term marketplace competitive
advantage.
– Develop cross-functional Team to review, process,
streamline and facilitate the implementation of those
ideas that will have an impact on the organization.
– Develop intellectual capital.
– Long-term retain employees that might leave to
pursue opportunities to leverage ideas for new
products, services, or businesses.
33. T EnsureizOptimal
h h eC C h a ni nG G o o u p
Te ha z r rup Relationships
• Facilitate cross-functional teams.
• Doctors come down from the Mountain Top.
• Mediate BEFORE conflicts arise.
• ZERO tolerance for abusive behavior.
• Make team-building an ongoing strategic
imperative.
• Prevent a “Us Versus Them” (Nurses, Doctors,
administrators, staff) culture.
35. Te Reward/Recognize
T h h eC C h a iz i nG G o o u p
ha z n r rup
• Praise often and openly, discipline privately.
• Recognize specific actions/accomplishments.
• Quarterly or bi-annual reward & recognition
programs.
• Build a recognition-based culture throughout
the hospital.
• Not just TOP-DOWN: direct reports should be
able to nominate managers and peers.
• Tie ALL rewards to performance metrics.
36. T h h eC C h a iz i nG G o oyour
Te Survey u u p
ha z n r r p people
• To gauge overall employee satisfaction with the
level of recognition you provide, ask them:
– “To what extent do you agree or disagree with the
following statement, ‘My direct supervisor or
manager does a good job recognizing my
accomplishments.’
• Strongly Agree
• Somewhat Agree
• Neither agree not disagree
• Somewhat disagree
• Strongly
37. Te Reward Program
T h h eC C h a iz i nG G o o u p
ha z n r rup
• Program guiding principles:
– Rewards should be given for achieving significant
outstanding performance
– Most effective when the gifts are meaningful to the
individual
– Take care in communicating and distributing rewards
so they are not viewed as entitlements
– Not a substitute for competitive salary structure
– Rewards are not adjustments to base salary,
supplemental compensation or variable pay
programs (*such as commission)
38. Te Reward Program
T h h eC C h a iz i nG G o o u p
ha z n r rup
• Monetary Versus Non-Monetary Rewards:
– Personally congratulating employees when they do a
good job
– Writing personal notes about good performance
– Using performance as a basis for promotion
– Publicly recognizing employee for good performance
– Holding moral building meetings to celebrate
successes
39. T h h eC C h a iz i nGResources
Te h a z n Go o u p
r rup
• National Assn. for Employee Recognition.
www.recognition.org
• Adrian Gostick & Chester Elton. A Carrot a
Day.
• Jim Clemmer. How To Make Effort Rewarding.
www.clemmernet/exerpts/effort_rearding.shtml
• World at Work 1999 Survey & Performance-
Based Work Life Programs. www.acaonline.org/
research/generic/html/worklife_survey_name.h
tml
41. T h h eTraining o& uDevelopment
T e C C h a iz i nG G r o p p
ha z n r u
• Promote the trainer within.
• Everyone benefits when Hospital staff conducts
the training.
• Implement across the ENTIRE Hospital, not just
certain Departments to avoid aura of
exclusivity.
• Explore ALL options including in-person and
distance based as well as instructor-moderated
and self-paced.
42. T h h eC C h a iz i nG G o o u Resources
Te Trainingp p
ha z n r ru
• Dr. Jack Phillips. Return on Investment in Training &
Development Improvement Programs.
• Don Kirkpatrick. Measuring & Benchmarking Training.
• Tom Davenport. Thinking for a Living. How to get
Better Performance and Results from Knowledge
Workers by Harvard Business School Press.
• Leigh Branham. The 7 Hidden Reasons Employees
Leave.
• Human Capital www.HumanCapitalmag.com
• www.shrm.org
• HR Magazine
• www.astd.org
44. T h h eC C h a Employee
Te h a z iz i nG G o o u p
n r rup Input
• The people CLOSEST to your clients, systems,
processes, and procedures should be the ones
developing, improving, and changing them to
achieve optimal performance.
• Implement an IDEA GENERATION program.
46. T h h eC C h a iz i nG GGetting
T eGiving & r o o u p
ha z n rup Feedback
• Formal feedback on a weekly one-on-one basis.
• Informal feedback on a daily basis.
48. T h h Communicate
T e eC C h a iz i nG G o o u p
ha z n r rup for Success
• You can never communicate too much.
• Treat all correspondence like you’re doing
patient intake or documenting patient medical
history.
• Communicate anticipated issues before they
escalate.
• Demand clarity, ask probing questions, use
clarifying statements.
• Consider HOW & WHEN to use written, oral, or
combination of both.
49. How Are YOU Going
to Get HR On Board
to Implement
These Ideas?