‘… END ENTITLEMENT, AND DRIVE BIG RESULTS’ part four
by Cy Wakeman
Published by St. Martin’s Press
eBook ISBN: 9781250149732
Copyright (c) 2017 by Cy Wakeman
“That’s what the nurse did. “Once I went back in there and responded in a way that greatness demanded, the way I think I should have in the first place, it was fine,” she told her supervisor later. “I told the patient that I was happy this mix-up had been caught and I was going to take care of her and make sure she got the procedure for which she was scheduled and the best possible care. I emphasized that everyone at the medical center was committed to her care.”
The patient had been grateful and reassured, and the nurse felt great about helping her get there. Everything turned out the way it should. The nurse acknowledged to the supervisor that after she had calmed down and thought about it, she realized admissions typically did a superlative job. Human errors happen, and the admissions process had been designed with a backstop in mind—it required a second check by the nurse to ensure accuracy of the records.
The nurse would benefit from a similar process backstop, as someone else would be required to check on her work to make sure the patient was safe and treated well and had a great outcome. Even so, the nurse offered to help go over the breakdown with the admissions team in an effort to prevent future errors.
The simple question “What would great look like right now?” is completely disarming. It demands that people reflect on their own contribution to great results. It stops emotional waste in its tracks. It relies on a positive belief that everyone is capable and smart and knows what great looks like. People often just need
coaching and encouragement, in the moment, to recognize reality, move beyond their egos, and make the choices that will lead to greatness.
In our work, we tell leaders one of their principal roles is to issue “the call to greatness” and help others be great. That’s the definition of leadership. Keep reading, and we’ll show you how to do it.
DRAMA AND THE DATA
As a committed lover of reality and a student of the facts, my career has been built on deconstructing conventional wisdom and helping people stop counterproductive practices. One of the ways I do this is with scientific studies. As I do research, counterintuitive truths often emerge. When I find something to be the opposite of what I had thought was true, I get super jazzed because of the opportunities that presents.
When I was confronted with a leadership dilemma in the early 1990s, a research project (chronicled in my first book, Reality-Based Leadership) and an accidental discovery led me to become what I consider myself today, a drama researcher.
I was working as a clinical coordinator of several small clinics associated with a large medical center. At that time, cutting-edge technology had me excited about rocking the physicians’ worlds with an electronic medical record that would make cumbersome paper charts obsolete. Physicians and staff would be able to enter their notes into a computer in real time. Genius! This technology would make doctors more efficient and give them more time to focus on patients. No longer would they have to dictate comments and wait to review transcriptions of patient notes. Patient records would be centralized and accessible to providers no matter where patients entered the medical system—via the Emergency Care department, the clinic, or hospital admissions. The technology would lead to patients getting higher-quality care with more consistency. We were making a rational move based on a well-developed business plan. Slam dunk, I thought.
Except the physicians weren’t ready to have their world rocked. They were openly opposed to using the technology and skeptical about the purported time savings. This small ripple of skepticism led to waves of resistance that churned the entire system. Physicians were convinced this new tool would slow them down, so I fell back on what I knew. My team and I would gather data and see what reality said.
We created a time-study research project. I was excited about flexing my research muscles but wanted to keep the project simple. Observers were assigned to watch physicians as they worked in the exam rooms and to record time increments in one of two columns. The first column tracked the time physicians spent working directly with patients. The second documented time they spent typing notes into the computer. The data collected would allow us to compare the findings with existing data on time spent documenting patient
It wasn’t long before the observers called to tell me they needed a third column. They insisted something was showing up that we hadn’t factored in. Initially I resisted adding a third bucket of data collection because I didn’t want the complication. But the third column turned out to provide the most startling revelation in the study.
***** TABLE OF CONTENTS *****
1. Drama and the Data
2. Ego versus Reality
3. A New Role for the Leader
4. Broken Engagement (Let’s Call the Whole Thing Off)
5. The Happy Marriage of Accountability and Engagement
6. Understanding Accountability
7. Change Management Is So 20th Century
8. Business Readiness
For years now, leaders in almost every industry have accepted two completely false assumptions–that change is hard, and that engagement drives results. Those beliefs have inspired expensive attempts to shield employees from change, involve them in high-level decision-making, and keep them happy with endless satisfaction surveys and workplace perks. But what these engagement programs actually do, Cy Wakeman says, is inflate expectations and sow unhappiness, leaving employees unprepared to adapt to even minor changes necessary to the organizations survival. Rather than driving performance and creating efficiencies, these programs fuel entitlement and drama, costing millions in time and profit.
It is high time to reinvent leadership thinking. Stop worrying about your employees happiness, and start worrying about their accountability. Cy Wakeman teaches you how to hire emotionally inexpensivepeople, solicit only the opinions you need, and promote self-awareness in your whole team. No Ego disposes with unproven HR maxims, and instead offers a complete plan to turn your office from a den of discontent to a happy, productive place.
Cy Wakeman is a drama researcher, international leadership speaker, and consultant. In 2001 she founded Reality-Based Leadership. She is the author of two books, Reality-Based Leadership: Ditch the Drama, Restore Sanity to the Workplace, and Turn Excuses into Results (2010) and the New York Times bestseller The Reality-Based Rules of the Workplace: Know What Boosts Your Value, Kills Your Chances, and Will Make You Happier (2013). In 2017 she was named as one of the Top 30 Global Leadership Gurus by Global Gurus, a Top 100 Leadership Expert to Follow on Twitter, and was deemed “the secret weapon to restoring sanity to the workplace.” She lives in Omaha, Nebraska.