How To Develop Your Leadership Skills, Part Four

Let’s next talk about communications. Bad communications probably cost more time, money and energy, than the prior two components combined (and are likely the cause of unneeded stress and energy). The lingering effects of bad communication destroy relationships, sometimes forever.

Wherever possible, write staff communications down, so there is no confusion. Issue written copies at staff meetings, and keep permanent signed copies with your compliance manual. With everything else, use all the modern tools at your disposal, like fax, email and log books, especially when it comes to office records.

Get in the habit of brevity and simplicity. Longer is not alway better. There is a time and place for narrative format, but rarely in day to day activities. It does not hurt to take a look at style references, the type you used back in high school often will suffice. Again, the more clear and concise the message and instructions, the better the final product of your efforts will be. Do not make anything more complex than it must be, especially when communicating with staff and vendors.

Lastly, whenever it’s appropriate use emotional words that help convey feelings and reasons why. In reality, these are the real reasons people act on a request. Reasons also make orders to subordinates more palatable, and likely to be executed correctly the first time too. The same goes with patient care. Patient compliance goes way up, when real reasons why are made obvious to them.

In summary, good leadership comes from practice, at the most elemental performance of duties and decisions. Organization, decision making and effective communications. Just remember, even minor changes with these three items can have very long term, often permanent consequences.

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