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Constructive Feedback An effective way to gain this under- standing is by providing good, construc- tive feedback on work and productivity, Stahlman says. “That really needs to be very respectful but direct,” he says. “We need to establish what the expectations are. I think every generation responds favorably to that, but I don’t think we’re very good at it. I think we tend to with- hold positive constructive criticism for fear of offending people, and then we let things drift until it gets out of hand.” Since the Baby Boomers in your ASC are more likely to hold senior leadership positions because of their knowledge and experience, Zoch says this puts them in a position to serve as mentors. “Baby Boomers have a wealth of knowledge, and younger workers could benefit immensely from mentor- ing,” he says. “That mentoring process can enhance their career and help that

next generation of workers succeed more quickly. I think a lot of boomers might do well to see themselves in the role of a coach rather than a boss.” It is valuable for a surgery center

to have a published set of core values its leadership can reference when pro- viding feedback. “If you have a well- defined set of values and you really manage that by identifying behaviors that support values, when you have conflict of any kind, you can always steer back to ‘What are the common values that we share?’” Jacobs says. “A Gen Y person may behave in such a way that supports a value, whereas a Baby Boomer may behave in a differ- ent way but also be supportive of that value. What they’re doing is they’re both supporting a common value but with different approaches.” Stahlman adds, “The younger ones really want to understand ‘What is our

mission?’ and they want to feel like they’re contributing to it. Younger [staff members] are more entrepre- neurial spirits. If they don’t find that challenge, where they can feel really engaged and contribute to something greater than themselves, they’re go- ing to be more inclined than Baby Boomers to find something else. The smart leaders of ASCs today will look at their younger employees as ‘intra- preneurs’ [or ‘inside entrepreneurs’] and ask for their ideas. When you have that, these people aren’t going to want to leave. They’re going to feel like such an integral, contributing and engaged part of [the ASC] that they’re not only going to stay, they’re going to make it a better place to work.”


This mentality is critical to keep- ing the younger and vital members


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