This six-part educational video series is designed in particular for those who have been in a rural health leadership role for two years or less, but it is also relevant to leaders who have been in their roles for longer or who may be training or mentoring new leaders. The series may also serve as a valuable resource for those who may be transitioning to a leadership role within the next year.
Description and Topics Covered
In this module, we’re going to explore ways that you can work to influence the behavior of those on your team. We’ll share best practices for communicating expectations, giving and receiving feedback, and recognizing others.
Connecting daily work with mission, values, and strategy
Giving and receiving feedback
Recognizing and rewarding your team members
Reflection and Discussion Questions
How well do the members of your team understand expectations in their role? How do you know?
How often do you ask your employees what they need from you in order to meet their goals? How comfortable are they asking for resources and support?
What professional goals and expectations have been most inspiring for you? What made them inspiring?
Do you have the same expectations for all members of your team, or are they tailored to the individual? Can you think of any opportunities to make them more individualized?
How do you respond when you receive constructive feedback from your team? Does your response increase or decrease the likelihood that they’ll share feedback with you in the future?
What opportunities do you have to provide and request feedback outside of regularly scheduled performance evaluations? How can you build feedback into conversations on a regular basis?
If you need to deliver difficult feedback to a team member, use the Feedback Planning Template to plan your conversation. Consider practicing it with a trusted colleague or friend.
If you’re not yet familiar with the Rounding for Outcomes process, learn more about it and consider using it with your team. Let them know ahead of time about this process and ask for their input as to how it might be used in your department.
Talk with your team about your organization’s mission, vision, and strategic goals. Find out how much they already know and answer any questions they have. Share how your team contributes to long-term goals and specifically how each person fits into the big picture.
Ask members of your team how they prefer to be recognized. Keep track of this so that when the opportunity presents itself, you’re ready to recognize each person in a way that’s most meaningful to them.
Ask other leaders to share ways they’ve recognized their own team members. You may get some good ideas!
This [27 minute] session lays the groundwork for the series, discussing the broader context of how technology can support the shift to value-based care with an emphasis on improving the health of the population.
Boosting access to telehealth technology, investing in efforts to address health disparities and reforming payment structures to reward outcomes — those are just a few of the recommended ways to improve health care in rural Minnesota.
Learn how an understanding of physician and leadership differences can increase the likelihood of trusting relationships and shared visions with specific administrative strategies for meaningful physician engagement.
In this module, we’ll explore what it means to engage your team and share some strategies for strengthening engagement by developing your team’s knowledge and skills, making collaborative decisions, and building a strong team identity.
In this module, we’re going to dive into the topic of change. We’ll talk about common experiences that people have through the course of change. We’ll talk about specific things you can do as a leader of change to smooth the process and help others through the transition – and help yourself as well.