The Hardest Part of Leadership Is What You Don’t Know
Steve Moran
Founder @ Senior Living Foresight | Driving Innovation in Senior Living - 2.81 GPA from #1 party school in the nation
In just the last week I heard two stories about things that happened in different senior living communities belonging to different organizations where senior leadership had no idea they happened. One could have had major legal, regulatory, and financial implications. The other was a very small thing but was an indicator of a significant culture/leadership problem.
In the first case, a department head was told about it by a caregiver, and they did not tell the executive director or document the problem, both of which should have been done. In the second case it seemed trivial.
The Risk Is Huge
The risk of not knowing is massive: regulatory action, monetary fines, and/or legal action. There is also substantial risk for a damaged reputation, which makes it harder to attract new residents, retain residents, and attract and retain staff.
Why This Happens
This happens because people are afraid.
Team members don’t report things because they are afraid they will get in trouble or be blamed. This is particularly difficult when that team member is at fault.
Team members don’t report things they see because they don’t want their friends, their co-workers, to get in trouble or lose their jobs.
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Team members don’t report things they see because they don’t feel like it is any of their business, or because they don’t want to be reported if they mess something up.
Residents and their families don’t report things because they don’t want to be a bother; they are afraid of retaliation; and, worst of all, they simply don’t think it will make any difference.
Ultimately keeping things secret is a form of self-preservation.
Making It Better
It is impossible to 100% eliminate secret keeping, but there are things you can do. It starts with the leader being transparent and willing to talk about it when they make mistakes. It also requires a “no blame” culture. This is a culture that recognizes that we are all imperfect and we make mistakes, and that some things — even when we do everything right — turn out wrong.
In a “no blame” culture these bad things become lessons that everyone can learn from. This means that when a fail happens, it gets fixed fast, minimizing the damage.
Finally, when residents complain, make sure they are heard, and fix what needs to be fixed, what can be fixed. And if you can’t fix it or won’t fix it, be grateful they talked to you, and explain why things are not going to be fixed and how they benefit.
What is easy to forget is that we (residents, leadership, team members, and family members) are all in this together to create a senior living community that improves the lives of residents, team members, families, and the local community.
CEO, COO, Coach/Mentor, Strategic Planner, Visionary Leader, Strategic Advisor, Sage Mentor, and Performance Catalyst, Author, Trainer, human sounding board and yes, Chicken Shaman ;o)
1 年Your passion is always evident, and it's commendable. Yet, it's essential to assess the real-world scenario we face. Many industry leaders are consumed by compliance concerns and staff retention challenges. While the government's incremental reforms might suggest potential remedies, their efficacy remains questionable at best. Historically, operators have faced minimal setbacks, instilling a sense of complacency. And as for staff turnover? The never-ending cycle of familiar faces hopping between competitors has sadly become the industry's status quo. This flawed cycle, which many have grown disturbingly familiar with, is in dire need of a shakeup. Despite all the progressive discussions and debates, our industry, especially the senior living and post-acute sectors, is in desperate need of genuine, disruptive innovation. We're at a juncture where we await that transformative force, someone from outside the usual circles, to step in and champion the profound change you so regularly discuss. The call is clear: We need impactful disruption now. #ChangeIsNeeded #DisruptiveInnovation
Owner & CEO @ Culture Care Senior Living | Here To Care.
1 年I often talk about and push for our communities to have a culture of feedback… and in both directions and constructive. Again never perfect, but team members feeling comfortable means that the leadership team members and community leaders are approachable… and having a culture where feedback is encouraged and welcomed in both directions is a good way to accomplish that goal. As always, great read.
We are Expense Experts | Increase quality + decrease costs for your facilities | Co-Host of the None of Your B Podcast | Speaker | CEO
1 年Steve Moran having a no-blame culture is spot-on. Staying on top of resident council meetings is another key to being in the know.