Response to two peers
My post
I had had a fantastic MA who would room patients quickly and effectively and still manage to finish her shift with time to spare. Her tendency to spread rumors and sow discord among coworkers was a major cause for alarm. At any one time, she would have the receptionists fighting amongst themselves and the provider fuming. After exhausting all of my remote options for ending this, I resorted to what is described as “dealing with one another in a straightforward manner” (Cockerel, 2008) in the book Creating Magic. I had a private conversation with the MA about all that had been happening and how it was causing tension within the team. She claimed amazement and that she was not the issue. I politely requested that she tell me the truth and also inquired as to whether or not it would be appropriate to hold a team meeting at which we could all be candid and air our grievances (Cockerel, 2008). She gave in, and when her entire staff started telling her how they felt about her, she burst into tears.
This person was extremely secretive and dedicated to her work; she revealed that her mother had recently been diagnosed with schizophrenia and was in a very bad way. She claimed she was losing sleep and weight as a result of her predicament and questioned whether or not that was the source of her erratic behavior (Cockerel, 2008). After she finished explaining her feelings, everyone on the crew was sympathetic and willing to lend a hand in any way they could. I had a private conversation with her to let her know that she may use her accumulated vacation time, which totaled more than 100 hours. I felt like a failure as a leader, yet she never once displayed any of the stress or problems I was having on the inside (Cockerel, 2008). I could usually count on a positive response whenever I asked how she was doing. Except for spreading rumors, she excelled in every aspect of her profession. She never again had trouble with rumors since she was usually cheerful, grateful for the two weeks off she was given to get her mother admitted to a facility.
References
Cockerel, L. (2008). Creating magic 10 common Sense Leadership strategies from a life at Disney. Vermilion.
1 peer post-
An example that I can reflect on of an employee with talent, who was a loose cannon in healthcare, was when our team acquired a PCT in whom we all saw talent. She was brilliant and great with the patients during interactions in patient care. However, she had conflicts with other PCTs and nursing staff, with complaints ranging from tasks not being completed to inappropriate language and outbursts. PCT was frequently spotted leaving the unit for a break (that she did not clock out for) and not returning for over an hour at a time, multiple times in a shift. When attempts at coaching were made, the PCT was very hostile and unaccepting of any criticism. No accountability for behavior was ever her own and always someone else’s. Eventually, she alienated herself from the team and was dismissed. Everyone saw such great talent with coaching and behavior changes.
Lee talks about finding a good fit and considering team chemistry in hiring. It’s important for a new team member to be a good fit and not just a talent. Lee also points out that an “organization’s culture is the product of the people in it, and every addition and subtraction will alter the chemistry” (Cockerell, 2008). This is true- everything works better when a team fits well together. Lee ended up terminating the Chef within 90 days of hire, and he also talks about terminating quickly and kindly. He realized the chef verbally abused staff and didn’t fit into the culture. He quickly terminated him, as finding another position in the organization was impossible without fitting the culture (Cockerell, 2008).
Cockerel, L. (2008). In Creating magic: 10 common sense leadership strategies from a life at Disney, Currency Doubleday.
2 peer post-
When entering the workforce, conflicting personalities and generational gaps are bound to make some situations tense. For example, we had a nurse on the unit that was excellent in her profession and had years of experience. The problem that occurred was that she was loud and abrasive. She would make fun of new staff, cut people off when they spoke, and criticize people openly and loudly. She was a full-time nurse that never missed a shift, picked up extra shifts as needed, and her patients were cared for. But due to her behavior, no one wanted to work the days she worked, and the techs would actively avoid her and her patients for fear of being ridiculed. A verbal warning was given on the first occurrence, an action plan was given on the second occurrence, and then on the third, she was temporarily sent to another unit. Once back on the unit, her behavior was acceptable, and she was able to keep her temper aligned with company expectations. Corrective action is needed in these situations, great employees with bad tempers can change the culture of the entire unit. This hinders teamwork and productivity.
