AS I SEE IT
“The learning environment facili- tates the sharing of our experiences, successes and frustrations,” Butterfield says. “We learn as much from each others’ real-life examples as we do from the material.”
Give the Gift of Knowledge Another way to get your leadership team started on the path of developing its skills is to introduce them to a book on key management principles and read it concurrently, one chapter at a time. Books like “7 Habits of Highly Effective People,” “Hardwiring Excellence” or “From Staff Nurse to Manager” are great leadership conversation-starters. There is no need to finish the book in any specific time. Instead, follow a consistent schedule and respect the time dedicated to discussing the book. The key is to create a safe environment to discuss leadership challenges and share ideas. Getting your leaders involved in
areas they would not normally oversee is another great way to help develop more rounded and confident leaders. Board meetings are often a mystery to anyone who does not attend them. If it is acceptable to your board, allowing a junior leader to attend an occasional board meeting can be enlightening. The same is true for your ASC’s medi- cal staff committee, especially for your non-clinical leaders like business office managers and materials managers. Finance is an area of discomfort
for many ASC leaders. Take time to review your ASC’s
financial state-
ments with your leaders every month. If you are not comfortable speaking to the financials, have your accountant or financial adviser lead the training. Budget season is another opportunity to develop your leaders. As arduous as it is to create the budget, it is a wonder- ful opportunity to train your leaders on how the budget is developed and even gain their buy-in by including them in the process.
Encourage your leaders to become
involved in their state ASC associa- tion, ASCA and their professional societies and help them find time to be active. What they will learn and the network they will build can help your ASC stay up to date on the most innovative procedures, ideas and cost- saving measures. It is impressive when a forward-thinking administra- tor ensures that the ASC’s nursing, materials and business office man- agers are included as well. Similarly, encouraging your leaders to take the Certified Administrator Surgery Cen- ter (CASC) exam will help ensure that they are well-rounded, facilitate suc- cession planning and make a strong statement about your support for those leaders’ futures.
Teach by Example Finally, the most important way to develop your leaders is to be an excel- lent example of the leader you hope they will be. To paraphrase the golden rule we learned in kindergarten: Be a leader to others as you would have them be a leader to you. Honesty, integrity, motivation, vision and sup-
port are all characteristics we look for in those leading us. Consistently deliver these traits to your subordi- nates and you will inspire them to be better leaders. You might meet resistance as you go about establishing a formal lead- ership development program. Some might feel they don’t have time; oth- ers might think it is not worth the effort. Sometimes you need to plow full steam ahead for what you know is right, despite the torpedoes that might lie ahead. John Jordan, chief executive officer of Jordan Vineyard and Winery and commander in the US Navy Reserve, says, “The essence of leadership is getting people to do what they have to do in a way that makes them want to do it.” If you are successful at getting them to earnestly participate, you will reap the priceless rewards of a high-performance man- agement team.
Terry Bohlke is the president of ASCA’s Board of Directors. Write him at
TerryBohlke@Yahoo.com.
ASC FOCUS MARCH 2016 11
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