Creating a Healthy Work Environment

PREFACE In this book, Creating A Healthy Work Environment, we will explore the parameters of transformational leadership. We will delve into the individual principles of this powerful and relevant style of leadership in detail. I am a teacher and will follow good teaching protocols: Each chapter will include 1. The theory or principles behind the recommendations 2. The instruction or the “how to’s” 3. Life examples that you can relate to and transfer to your situation 4. Practice exercises. Questions and exercises that will help you integrate the learning into your life or organization. I call these Creative Opportunities to carry through the concept of “Creating” that is at the heart of this book. With this proven teaching method, I will give you the roadmap, the guidance, and the experiences to Create A Healthy Work Environment. Let me make a strong point here. This book is written not just for the owners, executives, or doctors, etc. This book is written for every person on the team or in the employ of an organization. Each of you make up the organization and you have more choice than you may imagine. In your role or position, you can have a positive, constructive impact on every interaction and on the organization as a whole. Do not discount yourself. You are absolutely fantastic—and your organization cannot function fully and completely without you. However, each of you must accept your responsibility as a leader and make a commitment to yourself and to others to be an asset. The choice is yours. BE “the right person on the bus” (Collins, 2006). So, here we go on our creative journey to a healthy workplace where we can make a difference, serve our purpose, and find joy and fulfillment in our chosen work. ENJOY! CHAPTER 1 A HEALTHY WORK ENVIRONMENT BEGINS WITH LEADERSHIP If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. —John Quincy Adams Each person on a team is a leader—each and every person. First you are a leader of yourself. You make a decision as to how you will approach the day—every day. Will you bring a good attitude to work—or a sour attitude? Will you be an asset to the organization—or a detriment? Each person has the opportunity to make or break the relationship with a client, customer, vendor, or patient. And so, you choose. How will you impact each day and your organization’s productivity? Second, each person is a leader of other members of the team. Teammates must be able to count on one another. Your colleagues need to trust that you will do what you are supposed to do, how and when you are supposed to do it. And, you must be able to count on others in the same way. In addition, ask about the goals and aspirations of your teammates and help them accomplish those aspirations. Encourage their growth and productivity is encouraged. Everyone wins. Third, and last but not least, you are a leader to your clients. You cannot push anyone into making a decision but you can lead them into making a decision—hopefully one that leads them to purchase your product or service. Your interaction with clients will influence their opinion of your team, your employer, and your organization. You ARE the face of the organization with each and every interaction. Leadership is the foundation of a Healthy Work Environment. And, I’m sure you will agree, some leaders are great and some not so great. Think of a person whose leadership had a powerful and positive influence and impact on your life. Ask yourself the following questions: 1. What did they do that was helpful and supportive? 2. How did they talk to you? Did they give you feedback that helped you grow and get better? 3. Was their guidance sometimes tough? But also positive and constructive? 4. How did you respond when they corrected something you were doing? 5. What actions of good leaders do you want to incorporate into your life and which things do you NEVER want to do? Peter Drucker, one of the leading management experts of our time, coined the term: knowledge workers. Knowledge workers make up the main body of people in the workplace today. They want to grow, develop, and make a difference. They want to be fairly compensated, have a balanced life, and feel enriched because of the work they are doing. Therefore, as the workplace evolves, altering the skills of leadership to meet the needs of this new knowledge worker will be beneficial to prosperity. Drucker indicated that knowledge workers own their skills. They can and will move if the workplace situation does not allow them to flourish (Drucker, 1999). THE THEORY Now, I am going to lead you through a synopsis of the theory—the research-- behind the book that you are preparing to read and study. What, you gasp! THEORY??? Yes, theory. The background. The foundation. The reason behind what I am getting ready to teach you. I don’t want you to build a work environment on sand!! Nope!! I want you to build it on rock. Solid rock. And that’s the research. The history. The foundations of truth that are instrumental for any long- lasting business, relationship, or country, for that matter. As a long time student of piano, I studied theory ad nauseum. I did my “Dozen a Day” and, eventually, Czerny exercises every day. My first piano recital piece was “The Country Capers.”. But, lo and behold, after years of intentional study of the theory and after many hours of practice, my senior recital piece was Grieg’s Sonata OP. 7 (which I can still play). When you truly learn something, you own it. It isn’t a fleeting discovery or a passing fancy. It is grounded. Internally yours. You never know how far you can go with a foundation of theory and a lot of practice!!! My intention is to provide the theoretical groundwork—the foundation—and give you the mechanisms to turn principles and theory into daily realities: things you can sink your teeth into, make happen, and put into action. Fair enough? Ok, then, read on.