‘So, do you miss clinical work?’ Reflections on a journey through veterinary leadership

2019 ◽  
Vol 24 (10) ◽  
pp. 516-519
Author(s):  
Clive Elwood
Keyword(s):  
Leadership Development ◽  
Problem Solving ◽  
Change Management ◽  
Personal Growth ◽  
Relationship Management ◽  
Clinical Work ◽  
Leadership Role ◽  
Task Management ◽  
Growth And Change ◽  
Referral Practice

The author describes his path into and out of leading a large veterinary referral practice, and reflects on the challenges and rewards of leadership. Moving into a leadership role generally requires development of new skills and insight, and may mean old roles have to be passed on. The value of skills transferable from the clinic, such as listening, questioning, problem solving and trusting, are highlighted. The demands of task management, relationship management, external networking and change management are discussed. Reflecting from outside of the role, the importance of leadership development, self-care, daring, personal growth and change are acknowledged.

scholarly journals Change Management and Athletic Training: A Primer for Athletic Training Educators

2020 ◽  
Vol 15 (4) ◽  
pp. 269-277
Author(s):  
David C. Berry ◽  
Christine Noller
Keyword(s):  
New York ◽  
Change Management ◽  
Athletic Training ◽  
Process Improvement ◽  
Driving Forces ◽  
Resistance To Change ◽  
High Reliability ◽  
Athletic Trainers ◽  
Leadership Role ◽  
Athletic Training Educators

Context Change management is a discipline guiding how organizations prepare, equip, and support people to adopt a change to drive organizational success and outcomes successfully. Objective To introduce the concept of change management and create a primer document for athletic training educators to use in the classroom. Background While Lean and Six Sigma methodologies are essential for achieving a high-reliability organization, human resistance to change is inevitable. Change management provides a structured approach via different theoretical methods, specific principles, and tools to guide organizations through growth and development and serves an essential role during process improvement initiatives. Synthesis There are several theories or models of change management, 3 of which are specifically relevant in health care. Kotter and Rathgeber believe change has both an emotional and situational component and use an 8-step approach: increase urgency, guide teams, have the right vision, communicate for buy-in, enable action, create short-term wins, and make-it-stick [Kotter J., Rathgeber H. Our Iceberg is Melting: Changing and Succeeding Under Any Circumstances. New York, NY: St. Martin's Press, 2006]. Bridges' Transitional Model focuses on the premise that change does not influence project success; instead, a transition does [Bridges W. Managing Transitions: Making the Most of Change. Reading, MA: Addison-Wesley Publishing, 1991]. Lewin's model suggests that restraining forces influence organizations and that driving forces cause change to happen [Lewin K. Problems of research in social psychology. In: Cartwright D, ed. Field Theory in Social Science: Selected Theoretical Papers. New York, NY: Harpers; 1951]. Recommendation(s) Whether athletic trainers approach change management in a leadership role or as a stakeholder, newly transitioning professionals and those seeking leadership roles should value and appreciate change management theories and tools. Moreover, while no best practice statement exists relative to the incorporation of change management into a curriculum, addressing the subject early may allow immersive-experience students an opportunity to use change management during a process improvement initiative, facilitating a greater appreciation of the content. Conclusion(s) Athletic training curriculums should consider including change management course content, whether separately or in combination with other process-improvement content, thereby familiarizing athletic trainers with a common language for organizational and professional change.

Customer Relationship Management at Harrah's Entertainment

2011 ◽  
pp. 157-172 ◽  
Author(s):  
Hugh J. Watson ◽  
Linda Volonino
Keyword(s):  
Decision Making ◽  
Customer Relationship Management ◽  
Business Strategy ◽  
Data Warehousing ◽  
Relationship Management ◽  
Leadership Role ◽  
Customer Relationship ◽  
Gaming Industry ◽  
New Markets ◽  
Specific Target

Data warehousing has significantly changed how decision making is supported in organizations. A leading application of data warehousing is customer relationship management (CRM). The power of CRM is illustrated by the experiences at Harrah’s Entertainment, which has assumed a leadership role in the gaming industry through a business strategy that focuses on knowing their customers well, giving them great service, and rewarding their loyalty so that they seek out a Harrah’s casino whenever and wherever they play. In 1993, changing gaming laws allowed Harrah’s to expand into new markets through the building of new properties and the acquisition of other casinos. As management thought about how it could create the greatest value for its shareholders, it was decided that a brand approach should be taken. With this approach, the various casinos would operate in an integrated manner rather than as separate properties. Critical to their strategy was the need to understand and manage relationships with their customers. Harrah’s had to understand where their customers gamed, how often and what games they played, how much they gambled, their profitability, and what offers would entice them to visit a Harrah’s casino. Armed with this information, Harrah’s could better identify specific target customer segments, respond to customers’ preferences, and maximize profitability across the various casinos.

Leading Learning Communities with Creative Practice

2021 ◽  
pp. 91-103
Author(s):  
Susannah L. Brown ◽  
Jennifer Lynne Bird ◽  
Ann Musgrove ◽  
Jillian Powers
Keyword(s):  
Instructional Technology ◽  
Problem Solving ◽  
Learning Communities ◽  
Technology Education ◽  
Interpersonal Communication ◽  
Personal Growth ◽  
Professional Growth ◽  
Growth And Development ◽  
Leadership Theories ◽  
Communication Problem

Reflective leadership stories from various fields including, instructional technology, education and humanities guide the reader to reflect upon practice. Leadership theories that support personal growth, caring, interpersonal communication, problem solving, and creativity are discussed (Bass, 2008). Furthermore, the authors describe how creative leaders can use Communities of Practice (CoPs) as a mechanism to share and build knowledge, solve problems, and foster professional growth and development.

scholarly journals Loss and change: The challenges of mothering an adult child with schizophrenia

2017 ◽  
Vol 3 (1) ◽  
pp. 26
Author(s):  
Sandra E. Wiens ◽  
J. C. Daniluk
Keyword(s):  
Mental Health ◽  
Mental Illness ◽  
Personal Growth ◽  
Research Method ◽  
Narrative Research ◽  
Adult Child ◽  
Health Practice ◽  
Mental Health Practice ◽  
Growth And Change ◽  
Relational Change

A qualitative narrative and cross-narrative research method was used to explore how six mothers of adult children with schizophrenia or schizoaffective disorder experienced personal growth and change. Twenty-four largely unstructured interviews were conducted over the course of two years. The following eight common themes emerged across the narratives: Enduring sadness and loss, Distress and struggle, Fluctuations in hope, Feelings of guilt and regret, Concern about their child’s future, Impact of their child’s mental illness on their other children, Commitment to helping/action, and Personal and relational change. The changes reported by these mothers were set against the backdrop of the nonfinite losses that characterized the realities and uncertainties of their lives since the onset of their child’s mental illness. Implications for mental health practice are addressed based on these findings.

Examining Growth Outcomes of a Recreational Sports Living–Learning Community Using the Social Change Model of Leadership Development

2020 ◽  
Vol 44 (2) ◽  
pp. 99-108
Author(s):  
Leah R. Halper ◽  
Elizabeth A. Lubinger ◽  
Brendan M. Greisberger
Keyword(s):  
Leadership Development ◽  
Learning Community ◽  
Student Development ◽  
Personal Growth ◽  
Leadership Skills ◽  
Recreational Sports ◽  
Grade Point ◽  
Social Change Model ◽  
The Social ◽  
Living Learning Communities

Living learning communities (LLCs) add to the college student experience. The current study investigates academic and personal growth in a recreational sports–themed LLC intentionally built on student development theories. Surveys were administered to all students in the community at two time points across 2 years. Students in the program showed significant growth in leadership skills and grade point average.

Leadership in public health

2021 ◽  
pp. 243-260
Author(s):  
Kevin A. Fenton
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Public Health Practice ◽  
Leadership Role ◽  
Leadership Practice ◽  
Leadership Challenges ◽  
Health Leadership ◽  
The Individual ◽  
Administrative Task ◽  
Do So

This chapter explores the concepts of leadership relevant to and as applied in public health practice. It looks at various concepts of leadership, frameworks for developing public health leaders, leadership development, and explores how one’s leadership practice and values evolve across their career and life course. It draws upon examples and case studies of public health leadership at global, national, and local levels; in a variety of organizations; and in various contexts to illustrate the diversity of leadership challenges, approaches, and applications. As with other public health skills, effective leadership may be taught, evaluated, and developed, with an individual’s comfort and competence with their preferred and alternative leadership styles evolving over time. This is however highly dependent upon one’s professional ambition, engagement, experience, environment, opportunities, and challenges, both in professional and private spheres. The chapter ends by exploring the principles of authentic leadership, reinforcing the importance of practitioners, at whatever phase in their career, understanding their core values, life purpose, and aligning with their day-to-day practices and the organization’s priorities. While not everyone will currently or ever be in a senior executive leadership role, many aspire to do so at some stage in their career, and everyone working in public health will be called upon to lead an activity at some stage—whether a project, administrative task, strategy, or analysis. So, leadership is ultimately everyone’s business, and the time to prepare by laying strong foundations is now. Leadership is a craft that can be learnt, nurtured, and shared, but it will be for the individual to decide when, where and how they are being called to do so, and ultimately what their answer will be.

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