communication

The Importance of Being Part of a Team

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One of the joys that I have always found with my work is being part of a team. I learned how important this was to me early on in my working life when I was a surgical technologist in the operating room on an open-heart team. The team was small, and we were responsible for all the open-heart surgical procedures being done at this particular hospital. It was a very busy program and the team worked together many, many hours at a time. The amazing thing about this heart team was when we had a patient coming into the operating room as an emergency and we had very little time to get set up, we each knew our role and we went into action…and, just like Nike, we did it.

I remember one time, I suddenly realized that nobody was talking in the room because we were all doing our specific duties to get ready for the emergency procedure. We were each able to focus and function efficiently for the task at hand – literally, to save someone’s life.

As I think back on this experience spanning 10 years, I realize that this had a tremendous impact on how I perform as a team member. Working in isolation is not a good scenario for me. I find great joy and satisfaction in being a part of a team.

So, what makes a well-functioning team, you might ask? Every member on the team knows their responsibilities and is accountable for their actions. They also look out for one another to make sure that if one member of the team is struggling or feeling overwhelmed, the others are there to lend a helping hand or at minimum, support by asking, “How can I help?”. The phrase “that’s not my job” does not enter into the vocabulary of a well-functioning team. I have been on both kinds of teams: those that are well-functioning and one that was completely dysfunctional (fortunately, these have been few in my career). However, I will say, the latter is no fun.

One of the best ways to identify the strengths of team members and ensure that they are working in the areas where they excel is to have each member take the CliftonStrengths® assessment, which is offered by the Gallup organization. Over 22 million people have taken this assessment and identified their strengths – what it is that they do best. In other words, they discover what they love to do and what brings them great joy and satisfaction.

As I think back on working on the open-heart team, I now realize that my Responsibility #2 (of my Top 5) and my Arranger (#3) are being utilized on a daily basis. Also, my Belief (#5) was being fulfilled as I felt I was doing something that was truly making a difference. So, in retrospect, I now see that in that role I was able to work in three of my Top 5 strengths, which is why I found the work so rewarding.

CliftonStrengths can be used to develop a team and have them performing at their very best. Gallup-certified strengths’ coaches must go through comprehensive training as well as take a certification exam. This certification must be renewed every two years. CliftonStrengths is a lifelong journey which one can apply personally as well as professionally.

If you are interested in learning more about the CliftonStrengths assessment and how it might help you and your team, please call the Alber Enterprise Center at The Ohio State University. We thrive on working with teams to build upon their strengths and improve performance.

Elder Care: It Takes a Village

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If you have an aging loved one — grandparent, parent, aunt, uncle, or family friend – living in a senior nursing community or being cared for at home by a home health organization, the people performing the most menial-sounding jobs may be the most important people in their lives. They are the van driver who takes them for a day out to the mall or to the clinic for dialysis; the laundry worker who picks up their dirty clothes every morning and brings them back clean and carefully hung or folded; the activities director who brings music, art and crafts to engage their minds, bodies and hearts; the housekeeper who cleans the floor no matter what mess s/he encounters. They also are the groundskeeper who mows the lawn and manicures the flower beds; the custodian who hangs a new memento on the wall; the hairdresser who keeps them neatly groomed.

My mother spent the final eight years of her life in a nursing facility. That became her permanent home, and almost everyone treated her as if she owned the place. She knew most of the staff by name and would share with me her interactions with them. It became clear after a few months that she only spoke in detail about the employees that I mentioned in the first paragraph. The nurses and aides, of course, were giving her the physical caring she needed to stay healthy, yet the non-clinical staff were the people she told me about. She knew about their marital status and family life, what they did on their non-working time, and their favorite hobbies. Mom didn’t get to know the clinical staff on the same personal level; they had many residents who demanded their expertise, and her interactions with clinical staff were focused on medical needs.

The next time you visit your aging loved one living in a senior community, pay attention to the staff:  not only those who are giving the meds or changing bedpans, but also those working behind the scenes to make life more comfortable for the residents.

Elder Care Certificate

Alber Enterprise Center has created a new training program for those on the front lines who would like some help understanding the challenges of the elders in their care. The Elder Care Certificate program, designed for anyone who cares for or interacts with older adults, is a wealth of information about issues facing our aging population. This program will transform the way participants work with elders and enhance their status as caring individuals. Participants will gain expertise in dealing with the aging population, will have a better understanding of the challenges seniors face, and will be better equipped with the interpersonal tools to function as contributing members of a caring team. The modules include topics in gerontology, personal effectiveness, communication, problem-solving, and leadership/customer service skills.

The 16-hour pilot program was delivered in 2017, and the 14 participants who were randomly selected to experience the program offered high praise for their experience. One stated, “The thing that touched and inspired us the most is that it changed our attitudes and the way we look at our residents.”  Another commented: “What is the #1 thing that I will use in the future? Listening:  Making each resident or coworker feel that they are very important and have my undivided attention.”

To be clear, there are actually two aspects to this program:  the full, noncredit Elder Care Certificate program (dates will be announced soon) and the Elder Care Certificate Train-the-Trainer, being offered at various locations in Ohio throughout the year. The Ohio State University has licensed the Elder Care Certificate curriculum, and the train-the-trainer workshop will ensure that the certificate program is delivered to as many workers as possible across the state. (Certain criteria must be met to become a certified trainer.)

For more information, contact  Myra Wilson.2025@osu.edu or Anne Johnson.6754@osu.edu.

Are Your Employees All the Way In?

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Employees can be fully “in” and performing well, checked out and simply filling space, or somewhere in between. This is called “employee engagement,” which can affect job satisfaction, productivity and teamwork. According to Gallup®, “… only 13% of employees worldwide are engaged at work.” Is this why we should care about employee engagement?

Gallup has conducted research for years regarding various levels of employee engagement and what those mean in terms of performance and business success.  Robyn Reilly of Gallup advises in her article, Five Ways to Improve Employee Engagement Now, “Converting this group of (not engaged) employees into engaged workers is the most effective strategy that any organization can implement to increase performance and sustainable long-term growth.” This begs the question:  How do we get employees more engaged?

The late Dr. Donald Clifton of the Gallup organization spent decades researching human nature and organizational behavior. One of my favorite quotes from Dr. Clifton, who founded the strengths movement, is:  What would happen if we studied what is right with people versus what is wrong with people?

Performance management has always been focused on trying to find ways to “fix” weaknesses in employees to make them better rather than looking at and enhancing their strengths. Weakness-fixing only prevents failure, whereas strengths-building leads to excellence.  Building on the strengths movement, Gallup research has shown that organizations that focus on their employees’ strengths and who use their strengths every day are six times more likely to be engaged in their jobs and three times more likely to report having an excellent quality of life than those who don’t.  In addition, employees who know their strengths are also 8% more productive and teams that focus on strengths everyday have 12.5% higher productivity. Our society has few, if any, places where people can learn about their talents, in order to capitalize on their strengths.

Think about it:  if workers understand their strengths and those of their team members, they are more likely to find their work to be rewarding and motivating.  While on the job, those same employees are more likely to be involved, “here” instead of somewhere else mentally or just waiting until their next break.

Alber Enterprise Center has found CliftonStrengths® to be a valuable set of tools and a mindset for providing a pathway to better understanding and more creative, positive ways to get things done – together. Organizational leadership and management practice; vision, mission and values; and business performance, structure and value creation are all positively affected by focusing on individual strengths and how they build a cohesive team.

To learn more about how to bring out the best in your people and work toward increasing employee engagement, please contact Alber Enterprise Center, alber@osu.edu or call us at 740-725-6325 to start the conversation.