Are they happy?
• Most employees want to say they have ; "the greatest boss in the world" but most do not.
• Bad bosses are the number one reason employees leave organizations.
• Lots of literature and studies about the qualities of great bosses and the differences between managers and leaders.
• Veterinary medicine does not create good bosses.
• What do good bosses do?
One outstanding characteristic
• All great managers have the ability to discover what is unique about each person and capitalize on it.
• Average managers play checkers, great managers play chess.
Leader or manager?
• All the pieces are uniform and move in the same way.
• They are uniform.
• A need to plan moves but all the players move at the same pace and on the same path.
• Each piece moves in a different way and you can't play unless you know how each piece moves.
• You won't win unless you put considerable forethought in to how the pieces move IN ADVANCE.
o Turn one person's talent into performance.
o Managers succeed only when they can identify and develop the differences in people.
o Challenge each person to excel in their own way.
o Discover what is universal and capitalize on it.
o Cut through differences and focus on the needs that we all share.
Great managers are...
• Quick to capitalize on unique strengths of employees.
• It costs much less to work with a person than to have a revolving door.
• It saves a lot of time which is a commodity in all hospitals.
• Capitalizing on strengths forces team because it makes people need one another.
• You introduce a healthy degree of disruption to your practice.
Disruption? disturb the peace?
• Shuffle existing hierarchies.
• Shuffle assumptions about who can do what.
• Shuffle existing beliefs about where true expertise lies.
• Great managers do these things because they can't help it! They are astute and managing the needs of people.
Classic symptom of "no team"
• You've spent months training and coaching your team to better performance but you are not seeing results.
• We seem to talk about the same things in all of our meetings.
• The same person/persons are in charge of the hiring process and tend to draw the
• So, what do we do?
• Identify unique talents
• Embrace eccentricities
• Help them use their personal qualities to excel.
• Emphasize that the culture appreciates differences. Celebrate the uniqueness of each employee.
• CONTINUOUSLY tweak roles to capitalize on individual strengths.
• Pull the triggers that activate employee's strengths.
• Tailor coaching to learning styles.
• You save time.
• The team takes ownership for improving their skills.
• The team learns to value differences.