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MHA
Service Corporation Professional Search Services, Stephen O’Connor,
Senior Director . . . . . . . . . . . . . .August
2007 |
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Six
Ways to Grow in Your Role as a Supervisor |
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Before his job agency closed its doors, Larry Meyers of Denver had helped more than 100 people land positions as supervisors and department heads in various companies throughout Colorado. Through regular feedback reports, he came to know well the leadership qualities that led certain workers into obtaining permanent employment. A person’s level of adaptability is a major factor in whether or not he or she will have success in the role of supervisor, according to Meyers. “An individual who absorbed information quickly was always a plus,” he says. “It’s the basic qualification for gaining a foothold into management, regardless of what type of industry you’re in.” However, he later detected a broader pattern of qualities among individuals who secured permanent supervisory positions, or whose contracts were extended beyond initially stated “temp periods.” Those workers, he notes, exhibited all or most of the following qualities that today’s organizations regard as invaluable:
Source: Smart Supervision, Clement Communications Inc., www.clement.com |
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It’s tough enough for supervisors hired from within the ranks to adapt to their new responsibilities. But supervisors hired from outside your organization have the dual challenge of trying to lead their charges while learning a new culture. And according to a recent survey by the Salveson Stetson Group executive search firm, most companies – 65 percent — do a middling to poor job of integrating new supervisors into their organizations. To help new supervisors quickly find their footing:
Source: The Motivational Manger |
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by Stephen O'Connor Our
world is replete with signs. We have signs to tell us how fast
to drive, where the nearest hospital is, Retail store: We’ll gladly replace any defective merchandise with an item of equal value. Card shop: “I love you” Valentine’s Day cards now available in multipacks. Southern California convent: Absolutely no trespassing. Violators will be prosecuted. Signed, The Sisters of Mercy. Produce Department: Please do not fondle the fruit. Wait for the clerk.
There seems to be a sign for everything except the single most important thing most of us will ever have to find. At some point in each of our lives we have had to ask ourselves that terrifying question, “What career is best for me?” or “What do I want to do for a living?” or just “What do I want?” On the face of it, these shouldn’t be such difficult questions. Everybody should know what they want, right? Fact is, most people know what they don’t want but have a difficult time deciding what kind of work or career is a good fit for their personality and skills. So where does a person start? Do you take some tests? Do you ask your uncle Frank? How about your mom? She knows you better than anyone, right? In their book, Do What You Are, Paul and Barbara Tieger provide a pearl of wisdom, “Figure out what you’re good at and exploit it in the service of others.” It’s the second half of that phrase that contains the clue: “in the service of others.” As someone once said, “The purpose of life is to discover your talents and the meaning of life is to give them away.” There is something very absolute about the universal truth that whatever you give away, you get back. It’s life’s beautiful paradox. You get what you give: friendship, love, respect, anything you choose, often tenfold. The world is a mirror, not a brick wall. Service to others is where the meaning of a life and a career are discovered. It is also the bedrock of the free marketplace. When you get out of yourself and provide service to others, you find meaning and often a career. Besides, using your talents only for yourself is like kissing your sister — what’s the point? Ron Pendell, vice president at Right Management Consultants in Southfield, identifies the five “Core Business Drivers” in any organization — customer service, cost/pricing, infrastructure, quality, business development. If a person can discover what they are good at, what their talents are, and wrap them around one or more of the core business drivers to provide service to others, then they’ve discovered their career. Identify what motivates, excites or inspires you and use that to apply your talents in the service of others. Too bad this won’t fit on a sign somewhere. This article originally appeared in Michigan Health & Hospitals magazine and is being used with permission. |
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New to management? Get off to a good start by creating a plan for what you want to achieve in your first 90 days. Discuss the plan with your boss to make sure you’re in agreement and that your goals are in line with the organization’s overall vision and mission. Then share your plan with your team. That way they’ll understand what you’re trying to accomplish and you’ll demonstrate that you need their help to succeed. Adapted from Take This Job and Thrive, by Anita Bruzzese (Impact Publications) |
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Stepping into a legal quagmire is a sure-fire way to sap a novice supervisor’s morale. Help new supervisors build their confidence and avoid common legal pitfalls by guiding them through these eight danger zones:
Adapted from HRhero.com
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Steve
O'Connor, SPHR, |
Professional Search Services
When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com. Available positions may include: CEO/CFO/COO/VP • Facilities Management • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Physician Practice Administrators • Planning• Rehabilitation Management • Social Work • Training and Development • Utilization Review For more information contact: Stephen
O’Connor, SPHR, Senior Director Corporate Office:
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Professional
Search Services
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Management
Recruiting for the Health Care Community |
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Stephen
O’Connor, SPHR, Senior Director
Full Service Background Screening Sales Department |
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