Leadership influence on employees requires trust, respect and role modeling, all of which are key factors in eliciting employee satisfaction and increasing an employee’s desire to perform. When employees feel like they are floundering, in the majority of situations, there is a lack of overall direction at the company. In fact, during a recent HME company assessment, I was told by numerous employees that they crave structure, goals and direction. What they were really saying is that they do not know what is expected of them, which makes it difficult to know if they are doing a good job. Rather, they feel like they put out fires all day but never really accomplish anything. How could this problem be solved? Create simple, easy-to-follow goals to help your staff feel a sense of accomplishment. For example, how can you reduce the time it takes to process an order until you confirm it? This is typically a matter of a) expediting intake by ensuring proper documentation is received up front, b) ensuring that deliveries are made in a timely manner, complete with signed and dated paperwork and c) resolving inventory issues by way of correct price tables and real time receipt of purchased inventory items. Address each of these issues as they arise, and set a goal to reduce the time between order and confirmation by X percent. In one example, we were able to reduce the time from two weeks to two days by accepting valid orders with qualifying documentation, correcting price tables and ensuring paperwork was complete with signature and date prior to confirmation. Setting goals—and enabling staff to participate in establishing the goals—will, at a minimum, allow staff to measure themselves against their peers and their own achievements. Furthermore, if management shows staff that they are also being measured, this becomes contagious and should motivate staff to want to do the same. For example, in one company, leaders implemented a new goal to collect copays up front. The manager was charged with increasing this figure by 80 percent because previously the company hadn't asked the patient to pay at the time of delivery. By role-playing how to ask for the money up front, complete with an in-service and a script, the staff began to ask, and they immediately saw positive results. Not only did they meet their goal, but also they challenged themselves as a group to a higher goal the next quarter. This shows how accountability, goals and staff buy-in can breed success and a sense of worth and value. Another way to elicit respect and value is to allow leaders to show their staff that they are vulnerable and make mistakes, too. After a mistake, the key is to show staff how to correct it. If you gave wrong information to a patient, for example, this is a perfect opportunity for staff to see that you made the mistake but you then also called the patient, explained the error, apologized and turned it around by offering something more in return. A follow-up call and note to the patient makes them happier, but also entices the patient to recommend the company for its follow-through and superior service. This, in itself, incites trust and respect. No one is perfect. Let them know that you are the first to say you have made a mistake, but you also work to correct it. As a role model, you not only show your vulnerability, but you are also not afraid to roll up your sleeves. If you engage staff in a weekend project to reduce the number of held bills, for example, show up and take part in the project. This shows your staff that you are prepared to do what it takes to get the company where it needs to be. This is profound and more impactful today, especially, with the constant barrage of new documentation requirements and Medicare’s relentless audits. Again, you should prompt a sense of respect among the staff because you are willing to play a role in improving the company. The ultimate sense of leadership and guidance is found in someone who can do the right thing even if it isn't easy. For example, imagine the following scenario: The most well-liked delivery tech is the poorest performer, but he is well known in the small town where your company is based, you might resist letting him go because of the potential backlash in the community. Yet, he repeatedly returns from his route with missing paperwork, unsigned and undated delivery tickets and more. At times, he finishes early but is found playing basketball in the back. After several interventions, remediation, structured goals and corrective action plans, you decide to have a high performer work as a mentor with this low performer. Even that won’t work—he still continues to return with missing paperwork and doesn't meet the goals of cleaning his equipment when he returns from his route. His performance is sub-par by at least 20-30 percent below the average delivery tech. You realize that this is draining on the company and with limited resources, it has to change. This is where you finally create an exit plan for him and allow him to find success in another company. After doing this, you show your other staff that you expect everyone to perform at par or above, you will not accept sub-par work for an extended period of time. Further, you do not want your other staff to continually pick up the slack for someone who is unwilling to pull their weight. All told, you exemplify the consummate leadership behavior needed to make the company sustainable. This is truly the difference between a true leader and someone who merely wants to play the part. A true leader must make the tough decisions as they become necessary, even if they are not popular. All in all, leaders who guide for a common goal by leading through example typically set expectations, offer a sense of vulnerability and openness to change and are willing to roll up their sleeves when needed. Finally, leaders who accept the responsibility of ridding of sub-par performers are also showing the entire staff that they are willing to do what it takes for the company’s good, even if it is painful and difficult. The result, if executed correctly, shows the remaining staff that they are worthy or trust and respect as they perform to par and beyond. As stated in a Harvard Business Review article by Phillip Evans and Bob Wolf, Collaboration Rules, “when people trust their organizations they are more likely to give of themselves now in anticipation of future reward.” As a leader, if you build trust in your people and your company, you can look forward to prosperity in your future.
