Monkeys: LIBERATING Time Management Concept [Video]

Monkeys are the “leading cause of death” of new leaders.

Recent conversations with a few new(er) leaders about this common pitfall, prompted me to post this here. If you don’t have time (28 min) to watch this, then you probably really need to watch this. ūüėČ

This time management concept saved my professional life.

After about 7 years in operations of skilled nursing facilities at The Ensign Group, a skilled nursing, seniors housing, home health & hospice, and radiology company, I spent 5 years there as the Chief Human Capital Officer. What an exciting time. Ensign’s “First Who, Then What” approach to growth meant we had to attract and train a lot of AITs into facility-level CEOs fast. ¬†Over those 5 years, I personally participated in the training of about 100 new leaders. Week long boot camps, case studies, online tests, conference calls, assignments, analysis, etc. ¬†I saw, up close and personal, what helped new leaders succeed … and fail. ¬†

Monkeys has a lot to do with both.

I’ve trained the topic to groups in the hundreds at association conferences to 1:1. And, I wrote about monkeys years ago here:

But, this is the video that gives a thorough explanation of Monkeys and that my colleagues and friends have found most useful to understand the time management concept from theory to practical application.  While there are several healthcare operations and Ensign references, the principles are universal.

I hope it helps you or someone you know:

 

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Love, Part 2: Wuv, Twooo Wuv

princess bride marriage love

In my last post, I talked about how important it is for leaders to not allow a void of communication to be created. ¬†I want to drill down a bit on this with what and how we fill that void. I certainly didn’t intend to say in part 1 that we should only praise or shower people with love. What I believe is that we, as leaders, need to communicate honestly, clearly, directly, and … kindly. Depending on the employee’s performance, those conversations can be threatening, rewarding, or stabilizing.

“Tough Love” is really a misnomer.

If you really care about the individual as a person and you see him/her as a human being with hopes, dreams, fears, and responsibilities every bit as important as your own, you see beyond the job or task they may be failing at. ¬†You see them and their happiness. ¬†Nobody is going to thrive, over time, if they’re in a job that’s a poor fit with their strengths, values, and/or desires.

Here’s a real-life example (some details have been ‘vagued’ out to protect the innocent) …

“It’s evident to me that you’re unhappy here. ¬†I say that because I’ve observed that in your demeanor but I also have some new concerns about the work you’re doing (Here’s what I’ve observed: X, Y, and Z). ¬†Job satisfaction and job performance are usually pretty connected so I’m not surprised to see things that concern me on both fronts at the same time. ¬†Life’s too short to spend most of your waking hours doing something you’re unhappy about or find unfulfilling. ¬†If this is something you really want to do, then I will do everything within my power to help you be successful at it. ¬†What are your thoughts?

[Whoa. ¬†Do I answer him honestly? ¬†He’s not attacking me, but he’s also forcing me to deal with the issues that I’ve been trying to avoid. ¬†Do I answer him honestly?] ¬†

I think the answer to that question, Do I answer him honestly?, depends a lot on your intent as a leader. ¬†If your intent is to “performance manage out” this problem child, that will come across. ¬†You may not think so, but sincerity is something that is really hard to fake. ¬†If someone is being genuine with us we can generally tell, can’t we? ¬†It’s a feeling we get. ¬†Let’s continue with the feedback conversation:

In order for you to really be successful here, though, I’ve got to see the following changes (1, 2, 3). ¬†Here’s the thing, I want two things. ¬†I want you to be happy and I want you to be happy here. ¬†And, because that’s what I want, I’ll do everything I can to help you be successful. ¬†I’ll be more clear about my expectations. ¬†I’ll follow up with you about your progress and I’ll listen to your concerns. ¬†I won’t hold back my opinions. ¬†IF, however, you disagree with my concerns and counsel and therefore disregard it, I can pretty much guarantee we’ll be having a difficult discussion like this again very soon.

The choice is completely yours.

To me, that conversation shows true love (twooo wuv as he says in Princess Bride). ¬†We’re deceiving ourselves when we avoid the honest and direct conversations with employees. ¬†We’re not being more kind. ¬†We’re not doing them any favors. ¬†We’re actually doing more harm than good.

The longer you wait, the harder the conversation becomes.

Don’t wait. ¬†If you make it a common practice to give direct, corrective feedback as close to the issue as you can, you bring clarity to your team and you avoid mole hills turning into mountains. ¬†Show the love. ¬†Don’t wait. ¬†Tweasure your wuv.

McKnight’s Guest Column: Show Me The Money!

Happy Thanksgiving! ¬†I just realized that another guest column was posted to McKnight’s. ¬†This topic of whether or not staff should EXPECT a raise with their review came up when a friend of mine, Josh (new administrator) asked my opinion about it. ¬†His question reminded me of when a CNA taught me a valuable lesson years ago at my first facility ‚Ķ You can read the entire article by clicking HERE or on the article image below.

Guest Column for McKnight's regarding annual reviews and raises
Guest Column for McKnight’s regarding annual reviews and raises