Ah yet another year has passed. In 2010 I will be at my practice for 16 years. It often seems that the longer the time here, the more difficult the new changes for the next year become. I wonder if one can run out of things to do? I hope not but I do think that the ideas are harder to come by. Maybe a goal for 2010 is to fine tune all the previous years goals. Ya' know, nothing is ever perfectly done so maybe that will be my focus this year.
It is also difficult to achieve anything close to perfection when the owner isn't always on board and accountable for his actions or lack there of actions! I supposed tackling that challenge would be one magnificent goal to achieve but after 16 years I have come to realize that you can't change anyone. If they are wired to seek out the negative, they will continue to do so and will certainly miss all the great things that the team has accomplished. Sadly, this is the biggest de-motivator I deal with. I have never been one to live by the rule of do as I say and not as I do. I choose to lead by example. I don't ask anyone to do anything that I myself, would not do. I admit my mistakes and do my best to do better the next time. I try to be the cheerleader for my team but often find myself fighting my own de-motivation as a result of the do as I say, not as I do leadership above me. How do I tackle this? Since change will never come..that is obvious...I need to come up with a plan to keep everyone positive and moving forward in spite of the constant nit picking. Any ideas on this?
Well like it or not, 2010 is right around the corner and the people and personalities that surround me will not miraculously change at the stroke of midnight so I best come up with a plan to deal with them.
Accomplishing goals and leading organizations to greater heights is virtually impossible if the leadership isn't 120% on board. If the leaders aren't communicating the inspirational message and intended direction effectively every day, the employees will not believe it and the goal will not be reached. In today's economy, it is vital for business (especially veterinary hospitals) to focus on new business strategies and sustainable ideas.
ReplyDeleteFor motivating your boss to embrace new directions or cease bad habits, the practice of good "followership" is imperative. Consider that followers and leaders revolve around a common purpose. Followers are not subordinate to leaders, nor are they responsible to the leaders. Followers are responsible to the common purpose. Followers must have the courage to stand up to leaders for what they belive, regarding the purpose.
Persuade your boss by the use of good followership. Also consider the motivations of your boss: is it a good return on an investment; is it his/her belief in a specific system for living; is it an inherent need to help others? When understanding the primary movitator, a message can be framed in a manner which will appeal to the listener and help to persuade him/her.
Some books I recommend are as follows: "The Art of Persuasion" by Dr. Robert Cialdini; "Followership: How Followers are Creating Change and Changing Leaders" by Barbara Kellerman.
Hope this helps!