James Sinclair is the Chief Executive and Co-founder of EnterpriseAlumni, the market-leading alumni and retiree engagement platform. Its software powers the corporate alumni networks of both medium-sized businesses and the worlds’ largest corporations to help tap into talent.
In this episode, James centers and reminds us to leverage the blessing that has been granted to us to help others. It is an honor and a privilege to be a leader. Listen as he explains why leadership is a gift that shouldn’t be wasted.
Truth You Can Act On
1. Normalize Leaving
James Sinclair: “I ask, ‘Hey, when you leave me in three years, where do you think you’re going to go? And what job do you think you’re going to have.’ We essentially normalize leaving in our organization. We normalize the expectation that at some point you’re going to be looking for your next step and that next step, we hope, will be with us, but it might not be. So when people come and interview with us, I always ask, ‘What do you expect next?’ And you get great insights.”
2. Leverage Coaching
James Sinclair: “When you leverage coaching, what you find is people get really engaged because you’re moving their life. Yes, the job is moving forward. They’re getting paid, they’re getting learning, they’re getting education, but when you move someone’s life forward, it has a dramatically larger impact on them.”
3. Take an Agile Approach
James Sinclair: “A lot of companies take for granted that you can teach skills or competencies, but you cannot teach empathy. You cannot teach ETQ. You cannot teach that when he goes to that interview, how is he going to show his strength when someone says, ‘Well, you’ve had no leadership experience before. What makes you think you can do it here?’ So we’re starting that for him because that’s something that he’s going to need. I’m hoping he stays here. I’m hoping we have the role with the manpower that he’s going to be able to lead a team here, but we might not just because of our size, and so I think for us, it’s taken away this concept of what’s in it for us as a company in the immediate and instead, if we just doubled down on focusing on our people, just at every single step of the way, we will win by default.”
4. Commit to Your Own Excellence
James Sinclair: “We talk about the things that we’re doing for our team members, but actually who’s giving me feedback? Who’s telling me, actually, this is an area where you can improve. So over the past few years, I’m really recognizing my presence in the meeting is to listen. Otherwise, why do I have this team here? So I think that’s important as well to recognize that leadership has to change and constantly iterate and think, where can I grow and what can I do for my own personal growth too?”
Bonnie Barnes is the Co-founder and CEO of The DAISY Foundation, a nonprofit organization that recognizes excellence in nursing with the DAISY Award. The award is celebrated in more than 4,700 healthcare facilities, and over 156,000 nurses have been recognized formally since the Foundation began.
In honor of Nurses Week, Bonnie speaks on a topic that is integral to the mission of The DAISY Foundation – meaningful recognition. Listen as she describes the steps towards incorporating meaningful recognition into an organization and why it’s so critical to retaining great nurses and combating burnout.
- Celebrate National Nurses Week with Wambi – Meaningful recognition fuels everything at Wambi. In honor of nurses, we’d like to invite you to our celebration of uplifting and recognizing the essential contributions of nurses nationwide. This resource hub is filled with workbooks, toolkits, a nurses gift guide, upcoming nurse-related events, inspiring reads, partner initiatives, and a spotlight on the 1st Wambi Year of the Nurse Award. Visit our National Nurses Week Hub today!
- Interested in continuing the discussion? Sign up to receive Wambi’s newsletter
- Shining the Light on All the Right by Mark and Bonnie Barnes
Truth You Can Act On
1. Meaningful Recognition is Personal
Bonnie Barnes: “The way that I think about meaningful recognition as it’s been described in the literature is that it’s recognition on steroids. What makes it meaningful is it’s personal. It’s personal to the recipient. It’s specific about what is being recognized for that person or for that nurse. It has a long lasting impact on the person who’s receiving it, it acknowledges specific behavior, and very importantly, the impact it had on a patient, family member, or coworker. It’s relevant to the situation and the nurse’s contribution.”
2. Collect Stories
Bonnie Barnes: “When the organization goes out and solicits nominations from patients and families and coworkers, whether they’re written nominations or electronically submitted nominations, they really spread that culture of recognition around the organization. That’s what makes a difference. That’s probably the most important aspect. It’s getting those stories, and it takes building awareness of the opportunity for patients and families and coworkers to say, thank you to make that happen. It’s the collecting of stories and really encouraging rich descriptions of what a nurse has done.”
3. Include Executive Leadership in Recognition Practices
Bonnie Barnes: “We have a program dedicated to honoring nurse managers and other leaders. We call it the DAISY Nurse Leader Award. The reason we created it was because we’re well aware that when we started the DAISY Award it was really designed to honor direct-care nurses for extraordinary compassion at the bedside or chairside. But what about those people that are creating the environment where all this compassionate care is thriving? Well, those are nurse managers and other leaders, and we didn’t want to miss the opportunity to express gratitude or to enable the staff to be able to say thank you to their managers. So we created the DAISY Nurse Leader Award. I would say that when nurse managers feel the recognition themselves, when they experience it for themselves or one of their peers, it will never be another statement about, I don’t have time, because once they feel it, they know what a difference it makes.”
4. Leverage Virtual Platforms
Bonnie Barnes: “With all kinds of social distancing going on, what I have found has been especially special has been the ability to do these presentations virtually. So now, instead of having just the people in the unit participate, they get hundreds of people on these Zoom meetings. And very often I’m there, which is the most fun thing I get to do is to participate in these Zoom presentations. It’s really wonderful.”
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Amy Woodall, Founder of Conscious Habit and President at Sandler Training Trustpointe takes over to give insight on how to measure your consciousness to move yourself forward. Here we go!
Follow to get your Monday Fired up.
James Keough is the Chief Human Resources Officer at MacAllister Machinery, Co. With his extensive experience around employee engagement and people strategy, he’s learned the importance of HR in transforming an organization. But you don’t have to be in HR to make a difference.
In this episode, James speaks on a topic that he’s passionate about – change. To find out how you can be a change agent, in HR and beyond, listen to the conversation.
Truth You Can Act On:
1. Be a Nimble Leader
James Keough: “You have to embrace being nimble, as it relates to understanding the reasons for change and the value of change. We can’t help make change until we model the behaviors and the thought processes behind leading change.”
2. Change Your Core Belief to Change the Way You Think
James Keough: “We have to be forward thinking and look at the need for change, and how do we help spur change? The only way that we can change behaviors is if we can change the way we believe or think. So we sort of have to get it in our own heads and our own mindset that we have to understand, change ourselves again, the reasons for the value of it, uh, so that we can help spur the process with our internal clients.”
3. Tie the Change to the Why
James Keough: “It’s really important that you understand the payoff about change. And you have to really think about that, because you’re asking people to change their posture maybe from a historical standpoint like, ‘I’ve always been this way. It’s always worked for me. Why should I change?’ So you have to really focus and think about that why question in order for people to be willing to go through the discomfort, sometimes the conflict, that can be associated with change.”
4. Know and Honor the Culture
James Keough: “It’s really understanding culture and ensuring that you are looking at all aspects of culture before working to spur change. So there was an experience where there were several failures that occurred in trying to spur change because of not really having the best grasp on what was the framework of that culture and where did the roots start? An important thing with change in companies is that you have to understand where those roots are in culture because many of the companies haven’t changed for a number of years.”
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Amy Woodall, Founder of Conscious Habit, takes over to give insight on how to handle workplace drama and remind us to own our 50% of the problem. Here we go!
Follow to get your Monday Fired up.
Michelle Mahaffey is the Chief Human Resources Officer at Community Health Network. She has a colorful background and career journey, transitioning to the healthcare industry at the beginning of the pandemic.
In this episode, you’ll hear Michelle share her unique perspective on the difference between a healthy culture and an engaged culture, and how leaders need to model the behavior they want to see.
Tune in to hear her view on making sure employees feel supported.
Truth You Can Act On:
1. Separate Health and Engaged
Michelle Mahaffey: “You really kind of have to separate out healthy and engaged at first and then bring them back together. When we think about being healthy, each one of us is an individual and we’re responsible for our own health. But as employers, we do have a role, and we can’t make our employees take care of themselves. But what we can do is we can reassure them that we support them and taking care of themselves. We can provide resources and programs. We can support them in utilizing those resources and programs, and that is huge as an employer”
2. Model Wellness Behavior
Michelle Mahaffey: “It’s not just saying to someone take care of yourself. That’s not enough. We, as leaders and managers, have to model the behavior. We have to make it okay and actually something that we’re proud of them for. So, model behavior by taking time off, and I mean, actually take time off, you know, like, don’t jump on every single conference call or team call while you’re on vacation, because your employees expect that that’s what they’re supposed to do. So model the behavior and engage in healthy activities outside of work, and then share it with your team.”
3. Re-evaluate Job Scopes
Michelle Mahaffey: “Coming out of a pandemic is actually a really good time to do a sanity check on what it is that we’re asking our employees to do. Are the jobs scoped appropriately, both from a responsibility perspective, from a time perspective? Have we asked people to do what used to be 40 hours of work? Have we asked them to do that in 30 hours so they can do something else for 10 more hours? That happens over time. It happens when we go through cost-cutting measures. It happens naturally as people get better with their jobs, too. But are we doing that appropriately?”
4. Communicate Clearly and Regularly
Michelle Mahaffey: “We have got to communicate with people. It’s not just sending an email. It’s not just sending a video. It’s not just posting on a website. It’s not just having one-on-one communication. It’s all of those things in the way that makes sense for your workforce and your employees, because we’ve got to make sure that they know what’s going on and that we care about them and they hear the message. Make sure that employees understand the mission of the organization and that they feel they understand, see the connection between what they do every day in their jobs and that it has an impact on the organization’s mission.”
- Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.
- The Resilience Workbook – Strengthen your organizational resilience and align team goals with The Resilience Workbook, a free 12-page resource to mitigate clinician burnout. Download it here.