SCHEDULE AN APPOINTMENT

Wondering If You Are a Good Fit For Your Organization?

     Recently 4 people have asked me that question. There may be something in the air, like ignorance or fear. Here is a quick model for you to determine if you are a good fit for your organization.

The Competing Values Framework (CVF)

     Models provide cognitive maps or useful images for self-assessment and consulting. For instance, the competing values framework defines four boxes from two continua: flexibility or control, and internal or external focus (Cameron, 2008). The result is a simple diagnostic model that can be used to assess your organizational culture (see Figure 1).

cvf

Figure 1: The Competing Values Framework (Campbell, 2008)

     As you read the following descriptions ask yourself these 3 questions:

  1. What quadrant best describes my organization’s values?
  2. What quadrant best describes my individual values?
  3. How can I re-design my life to work in an organization that supports my values?

     Organizations with high flexibility/discretion and high external focus and differentiation are adhocracy oriented. These organizations are dynamic, entrepreneurial, people take risks, and they value innovation and experimentation. Leaders in an adhocracy are visionary, risk-tolerant, and innovative. The adhocracy organizations value experimentation, readiness to change, growth, acquisitions, and new products and services. Examples include technology-based disruptors such as Uber, Airbnb, Virgin. The key word is “create.”

     Organizations with high stability/control and high external focus and differentiation are hierarchically oriented. These organizations favor structure, coordination, efficiency, and stability. Leaders in a hierarchically-oriented organization are good coordinators, organizers, and efficiency experts. The hierarchical organizations value stability, predictability, efficiency, rules, and policies. Examples include Bank of America, Community Health Systems(CHS), and Hospital Corporation of America (HCA). The key word is “control.”

 

     Organizations with high internal focus/integration and high stability and control are market-oriented. These organizations are results-oriented, value competition, achievement, and performance. Leaders in a market-oriented organization are hard-driving producers, directors, and competitive. They value winning, increased market share, achieving goals and targets, and rewards. Examples include Merrill Lynch, insurance salespeople, and car salespeople. The key word is “compete.”

     Organizations with high internal focus/integration and high flexibility/discretion are very personal places, like an extended family, where participation, mentoring and nurturing are encouraged. The leaders in clan-oriented organizations are coaches, mentors, or parent figures. These organizations value loyalty, tradition, collaboration and teamwork. Examples include the United Way, most churches, most nonprofits. The key word is “collaborate.”

 

     So where is your organization? Where are your individual values? These opposite and competing assumptions are useful descriptors of dominant orientations and value sets. But they do not determine behavior. You determine behavior, when you make your choices. Your individual values do not change.

     The key executive coaching question is: How can you re-design your life to work in an organization that supports your values?

     Frankly, that is why people hire an external consultant as an executive coach. Once we know an organizational culture, then we can predict your individual effectiveness, success of a merger or acquisition, and your individual quality of life.

     Then get in touch with me, your Nashville-based leadership and executive coach, at 615.905.1892  or schedule a complimentary leadership coaching session to discuss how you learn best. As your leadership coach, I strive to provide you with the tools to create an impact, rally optimistic coworkers and comrades, as well as maximize group and individual productivity and creation.

What are you waiting for?

Download this list of services and investment levels now:

Reference:

Cameron, K, (2008). A process for changing organization culture. In T. Cummings (Ed.), Handbook of organization development (Ch 5). Thousand Oaks, CA: Sage Publications

Physician Burnout: you are not alone

The goal of this slide series is to focus on you.

Or to help any physician who may be struggling with burnout.  Please forward this blog.

Download this link for the slide deck:

Physician_Burnout_061615

Thank you for taking a few minutes to learn about physician burnout, diagnosis, treatment and care.

We can help you. Our experience is that you are not alone.

For many generations a stigma existed stating that physicians who 1) endure medical school and residency, 2) can endure anything.

Some critics state that such a “social contract” no longer exists in healthcare.

In confidence, physicians often state, “I am not a super hero.  Although my family and patients tug at me as if I have some supernatural power.  It is exhausting trying to keep up with the demands of insurers and employers.”

Amid our current culture of healthcare reform and continued changes in care, all physicians are forced to adapt.  The highest rate of burnout, over 50%, is for mid-career physicians, 11-20 years after residency.

Who is taking care of the physicians?

Like the photo in the opening slide, physicians often state that they wish for a helping hand “On their shoulder.”

All physicians need a helping hand

A coaching question for you is “What do you need?”

A diagnois?  A treatment plan?  A care program?  Something else?  We can help you.

Contact us at 704.995.6647 or schedule your initial consultation here.

What is the core of every physician-patient relationship?

The core of physician-patient relationships is trust.

But what do you know about your physician’s values regarding end of life decisions, or women’s reproductive choice?  What do you know about the treatment and care suggested by your physician, who may be eligible for a $5,000 referral fee or $2,500 volume price incentive?

Leana Wen, MD, is a Rhodes Scholar and author of “When Doctors Don’t Listen.”  Her TED talk, called “What your doctor won’t disclose,” has been viewed by over 1.3 million people.

Her story includes role models from her childhood in China, to a campaign called “Who’s my doctor?” designed to encourage doctors to share their values and be more transparent with their patients.

She states, “we need to change the paradigm of medicine from sickness and fear to openness and healing.