Remember when you went to work, delivered quality care to your patients, felt confident of your accomplishments, and returned home without any additional responsibilities until your next scheduled shift? Do you recall the days when you were accountable for your own performance and not that of others? As a staff member, you were free to take concentrated actions that affected the relationship and engagement you established with your patients. A leader's conduct is under great scrutiny that's proportionately distributed with your extended sphere of influence.
Inherent in the responsibility of leading is the requirement that we're held to higher standards of performance. Not only are we judged by the accomplishments and failures of our own performance, but that of our entire team as well. If staff members exceed targeted goals and expectations, we're applauded for our team's success. On the flip side, failure points directly to inadequate leadership.
Organizational structures are built upon the assumption that the higher one's position is, the greater the accountability and responsibility claimed for overall performance. Staff nurses are responsible for delivering care to their assigned patients, charge nurses for their shift, managers for unit performance, and executives for the achievement of organization goals. Evaluation based on individual performance lessens as you rise through the hierarchical structure of the institution. Appraisal targets the achievement of team goals and their outcome.
As leaders, we're bound to lead and safeguard the integrity of the system for which we're responsible. We must achieve maximum efficiency while maintaining or exceeding the highest levels of quality. If goals aren't realized, patient safety is jeopardized, and fiduciary requirements and standards of staff performance suffer. Making fair judgments by consistently using critical decision-making skills free from prejudice or bias is an essential element to leadership success.
Honesty, sincerity, and adherence to established regulatory and ethical business practices must consistently be exhibited to establish the creditability and trust of staff members. Breaches in the confidence of talent by constituents impose severe obstacles and produce irreparable damage to your ability to effectively govern others. Knowing and understanding the permanent effect of poor resolutions requires you to be cautious and reflective of the far-reaching impact of your actions and decisions.
Staff members expect that you'll role model behavior that's expected of them. Strategic goals and direction are built by leaders, and success is achieved when concentrated efforts are consistently intersected with a relentless pursuit of excellence. A lack in sincerity, gaps in follow-through, and apertures in leadership credibility are easily recognized by direct reports, and the price of reformation is costly.
Leadership respect is earned, not inherited. Appreciation for the contributions of a leader can quickly erode if there's a deterioration of trust or appreciation for your actions. Stay focused, objective, and benevolent while holding yourself to the highest standards of achievement.
Richard Hader
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