American College of Healthcare Executives
Glacier Photo Credit Michelle Calvin-Casey Alaska Spring Issue - Pre Summer Solstice
In This Issue

Message from the Regent - Spring 2009
Get to Know Your Board Members
Lead change by creating a sense of urgency
Management by delegation
More Information on Save the Dates
Ensure delivery of Chapter E-newsletter (Disclaimer)


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Chapter Officers

President
Bruce W. Johnson, DHA, FACHE

President-Elect
James H. Brooks, Jr., FACHE

Secretary/Treasurer
Lt Col David V. Gill, FACHE

Immediate Past President
Michelle E. Calvin-Casey, FACHE

Board of Directors
Dawn M. Carman. FACHE
Edward H. Lamb, FACHE
Victor J. Rosenbaum, FACHE
Michael Powers, FACHE
Christopher Galloway
Debbi Lehner, FACHE
Lead change by creating a sense of urgency

Leading your group through change requires you to set a good example, one that communicates the urgency of constantly pushing the change along. Here are several tactics to help you do this:

  • Respond promptly to requests. When a staff member wants to talk about issues or problems related to the change, make time as soon as possible. Even if you can’t fill the request immediately, do respond immediately and say when you are available.
  • Highlight your involvement. When you assign tasks to employees, don’t simply tell them what they should do. Also let them know what you will be doing in related areas to advance the change. For example, if an employee will be gathering information to add to a report on your group’s work, describe how you will be contributing, i.e., coordinating others’ contributions, formatting the report and so on.
  • Send continual reminders. These may be in the form of updates about the progress of a specific task, for instance, or a nudge to a specific individual about completing that task.
  • Prune unnecessary work. Balance your attempt to do everything necessary with an equal effort to purge what’s unnecessary. Your crew will respond better to added tasks when they see that extraneous ones will be eliminated.
  • Always be positive. Perhaps the most difficult part of creating a sustainable sense of urgency is the need to not let the pressure get to you or your crew. For example, seeking urgency does not mean abandoning humor and patience, two attitudes that sustain people under pressure.

Adapted from Communication Solutions; (800) 878-5331; www.managementresources.com


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 Journal and Networking Club - July 24, 2009 - Amanda Holland, State of Alaska Department of Labor

Category 1 - Cluster in Anchorage in August with Dr. Bujak and Dr. Atchison - August 8-11, 2009

Journal and Networking Club - Late August - Dr. Terry Raymer, MD - Diabetes Outreach in Alaska

AHEN and ASHNHA Fall Conference in Soldotna September 8-11, 2009



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