Community Health Center Management Principles for Boards and Senior Managers - Principle 7 - Leadership

Community Health Center Management Principles for Boards and Senior Managers - Principle 7 - Leadership

This is a continuing series for effective Community Health Center Governing Boards and Senior Management.

Today we address:

Principle 7 - Leadership
· Authoritarian leadership addresses the effects.
· Participative leadership addresses the causes.
· Leader’s Integrity:
a. Does he ask: “What is the primary need of this organization; and, therefore my primary task and duty?”
b. Does he execute effectively on that answer?

Next post: Community Health Center Management Principles
for Boards and Senior Managers - Principle 8 - An Effective Manager’s Employee Evaluation Form

Community Health Center Management Principles for Boards and Senior Managers - Principle 6

Community Health Center Management Principles for Boards and Senior Managers - Principle 6

This is a continuing series for effective Community Health Center Governing Boards and Senior Management.

Today we address:

Principle 6 - Tools of the Manager
· The Meeting:
§ How to use it.
§ Does it have a purpose?
§ Have I done my homework for it?
§ Meeting types:
- Information to others
- Others to inform me
- Deliberative (for decisions or for opinions)

· The Report:
§ How to make it readable, understandable, implementable, and effective for others.
§ Who is going to read it?
§ What do we expect him to do with it?

· Control of Assignments:
§ Are the effective contributors doing what is important or what is difficult?
§ Are the effective contributors dealing with the issues of yesterday or tomorrow?

· Performance and Performer Appraisal:
§ Establish targets and standards, then appraise them based on
accomplishments.
§ What has the person done well?
§ What are his strengths?

· Development of People:
§ Are we developing them effectively or poorly?
§ Are we effectively using the tools of development (tasks, climate, and example)?
§ Are we challenging them?
§ Have we set performance standards?
§ Is the temperament there?
§ What strengths does he need to develop?
§ What is our placement responsibility?
§ Where does he really belong?

· Abandon Yesterday.

Next post: Community Health Center Management Principles
for Boards and Senior Managers - Principle 7 - Leadership

Community Health Center Management Principles for Boards and Senior Managers - Principle 5 – Staffing

Community Health Center Management Principles for Boards and Senior Managers - Principle 5 – Staffing

This is a continuing series for effective Community Health Center Governing Boards and Senior Management.

Today we address:
Principle 5 – Staffing
· Management ability issues:
§ Knowledge (Does he know it?)
§ Skill (Does he do it? - Does he do it effectively?)
§ Values (Does he want to be liked or respected?)
§ Manners (Does he do it courteously? - Does he disagree without being disagreeable?)
§ Temperament (His manner of thinking, behaving, reacting
- Is he efficient? [Does the thing right]
- Is he effective? [Does the right thing]
- Is he efficacious? [Gets the thing done])
§ Experience (Does he have the historical of seasoning necessary for his essential job purpose?)

· Management staffing issues:
§ Is he able to do the work? (Does he have the requisite knowledge, skills, values, manners, temperament, and experience?
§ Does he know what he is expected to contribute? (Goals, standards, timetables, etc.)
§ Has the organization taken placement responsibility? (Staffed from strengths; Placing and assignment control; etc.)
§ Has the organization considered where the person really belongs? (Outplacement)

· Staffing from strengths (Four rules):
1. Jobs are not created by nature or by God. (Forever be on guard against the impossible job)
2. Make each job demanding. (Jobs must have challenge in them to bring out staff’s strengths)
3. Start with what an employee can do rather than with what the job requires. (Do your thinking about people long before the decision on filling a job has to be made)
4. To get strengths, one has to put up with weaknesses.

· Rules for managing the prima donna:
§ The prima donna’s job is twofold: When the playbill says Tosca, sing Tosca; and fill the house. When she fulfills that job, the effective manager will treat her as a prima donna.

Next post: Community Health Center Management Principles
for Boards and Senior Managers - Principle 6 - Tools of the Manager