Week 3_Leadership: Leading Change When Business Is Good
Wendy Samples
Week 3_Leadership: Leading Change When Business Is Good
There are many times in my professional career that things were going well but could have been better. Let’s take my current position for example. My current role is considered administrative support. Honestly, this role is all encompassing. I take on random research projects for the sales team, design team, and warehouse team; I create budgets and quotes for the sales team and design team to present to clients; I process purchase orders; and various other tasks. I am new in my role and things are going well. However, there are a few things that would help it be great. I’m not sure about anyone else but I operate in a world where the things that are considered “one-offs” happen regularly and often especially when I first start in a new role.
Utilizing the five steps presented by our text to create a value-based management system:
Gather Employees’ Input on Values: This step requires leaders to assess the challenges facing their organization, make suggestions regarding how to meet those challenges, and then collect the employee’s feedback on the organization’s ideas (Kotter, 2011).
Here the organization that I work for would assess the obstacles I am facing as a new employee, provide suggestions based on how to overcome those obstacles, and ask for my feedback to see if they feel their suggestions will work to improve the situation.
Analyze Employees’ Input: In this step, the organization reviews the feedback given for any reoccurring themes (Kotter, 2011).
My company would take my feedback and compare it to what they have heard in the past to strengthen their training format and processes.
Revise Your Values: This step is where the organization would revise their ideas and/or processes and ask for employee feedback once again (Kotter, 2011).
The company could make a statement as to how they would like to adjust their training program to better support a new employee and ask me if I felt it would work.
Identify Obstacles to Living the Values: After reviewing employee feedback and making a plan to make a value change then the organization would take a look at what could stand in their way of living up to the changes that they propose (Kotter, 2011).
What this means is after the company I work for has made a commitment to change their training practices to better support me as a new employee they would evaluate what is keeping them from doing so.
Launch Change Initiatives to Remove Obstacles: Finally, at this step the organization implements the change (Kotter, 2011).
Finally, the company I work for would set up a new process to offer stronger support and training to help me become an even better employee.
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Christina Cauchy
Week 3 Discussion
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If I were to reflect on a time in my professional life where things are going good but could be great is in my current role. A bit of a back story, this position was a newly created position in September 2019. It took the cancer center 3 years of presenting data to the executive team to have the position approved. It was initially approved as a 4 day/wk position. I was not here for the initial approval process, however, we are currently trying to get approval to make this position what it is fully supposed to be. At any other cancer center comparable in size to mine, they have a team of folks who do what I do. Right now it is just me, and although the job is going good, it is not great because we are lacking in so many areas. Partially because there is only so much one person can do and partially because I am not 5 days/wk. Prior to my position and currently, we are doing market analysis, conferring with other cancer centers, and talking to staff about my position and how it holds value to the organization.
Steps 4 and 5 pertain to obstacles and right now our primary obstacle is the executive team. The only way to remove that obstacle is to continue gathering data showing how valuable my job is then present it to the executive team. Steps 1-3 for gathering, analyzing, and revising the values has been done by asking staff members, talking to other centers, and thinking of new ways to approach building this position. I have personally created financial reports to show how much revenue I have bringing in and how many patients have utilized my services. I deal with many programs that help cancer patients pay for their treatments, but I also help them find better insurance coverage, apply for disability, and Medicare open enrollment. We are getting closer to a point where we can present information, at least to be able to get me full time hours, but we are also at a point where we may be able to show the value of a part time employee under my lead. Just an example of one of the financials we are presenting to show value is what money I have brought in just for drug copay assistance programs. In the last 18 months I have collected almost 2 million, the last 4 months alone was just under 90K. We have also established that I have sat down with a total of 500 patients in that time. Not only have we asked the staff about the value of my position and the need for change, but we have also had extensive conversations with patients and patient satisfaction surveys that have commended the center for providing them with my services. Some of these were patients prior to my position being created and some came from other centers who were not offered that service. It is my job to take away the financial stress of cancer treatments so they can only worry about getting better. My positions is going good, but it can become better.
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