You get the best leadership results when you focus on mastery, instead of being good at some things. You are the best leader when you can get the best people for the best task, instead of trying to use a “one-size-fits-all” approach. If you try to do things any other way, then your task and projects will fail, everytime. When people can claim mastery, then they will be able to take accountability, instead of pointing fingers at others.
When your people are trained to be Jacks of all trades, then they can’t focus on what they need to be great at. The lack of focus will show in their work. The best thing for the organization, is to play up to the strengths of those in the organization. That means that the strengths of those in the organization need to be analyzed. Then, use the right people for the right task.
The best way to keep people engaged, is to use them to their best strengths and capacities. When people are utilized in the wrong way, or in the wrong task, then they will be mediocre at best. Worst case scenario, they suffer from burnout, and resentment.
The best way to leverage the talent of those in any organization, is to figure out their strengths. Figure out what they excel in, and then use them in those areas, so that they can shine and bring true value to the organization. A true leader will understand the value in this.
If we are to find the best way to shine within our potential, then we need to find our greatest strengths.
There is an organization called the “Clifton StrengthsFinder.” They have produced an assessment that was featured in the book called StengthsFinders 2.0. The test gives you a top 5 theme report, and it allow for you to take a strengths assessment, so that you can evolve professionally, and personally.
Even if you aren’t familiar with the assessment, then you can still start learning about your unique strengths and talents. Most people have heard of the word, but they aren’t clear as to what talent is. A talent is a pattern of behavior that comes naturally to you. You might notice talent when you have the opportunity to use it at work.
When you think about yourself. Are you a competitive personality, or are you a curious person? These are talent attributes. If you find that there might be task or projects professionally that you are drawn to, its because you might have talents in certain areas. If you find that you can grasp certain concepts easily, then you probably have a talent in that area. An area of talent will grasp your attention, and all other streams of focus will seem to fade away. When someone is using their talents, then work won’t feel like work.
To further learn about about your talents, why don’t you ask for the input of others? People are happy to let you know when they have noticed your best attributes. Be sure to jot down any attributes of note when you get feedback.
When you think about a project or a task that you are about to take on, think about how you can apply your talents to the task. Also, think about what you are getting paid to do now. Do you have the innate ability to get things done,or do you have to strain yourself to your limit to get things done? What come effortlessly to you? When you figure this out, then you will be a lot closer to figuring how what your talents are, and how to apply them.
A growing trend in healthcare is for hospitals and health systems to sell, partner or merge to form larger, more integrated organizations. These transactions offer several benefits to all parties involved, including improved efficiencies, cost savings and streamlined services. Hospitals that are selling can optimize the outcomes of the sale by learning how to increase the value of their facility.
The simple answer to increasing value is to increase earnings and decrease costs. But, in a time of declining reimbursements and a slowly recovering economy, manipulating the earnings/costs dichotomy becomes more difficult. have no control over certain external factors, such as if the state has a certificate of need process, competition, demographics and geography, that influence the hospital’s value.
Hospitals in states without CONs are likely to have a lower value than those with CONs because there is no limit on where new hospitals are built. If a new hospital is built in the same town as an existing hospital, for instance, the latter will see a decrease in value. However, there are factors leaders have control over that can increase the hospital’s value.