Simon Sinek : An Amazing Speaker

In today’s society it is crucial to establish a basis of trust within an organization in order to remain competitive and successful. It is the foundation upon which all relationships are built. If employees feel you don’t trust them to do their jobs correctly, they will be unwilling to do much without your approval. But on the other hand, when they feel trusted, and that you believe they will do the right things, they will naturally want to do things well and be deserving of your trust.

The internal resource which can support the change initiative is the employees of the healthcare organization. The employees will support this change because the change will have a positive impact on them. With the recruitment of new employees the work load of the existing employees will change. Thus they will favour the change. The external resource which can support the change initiative is competition. Since due to shortage of employees the quality of care will be reduced and other organizations make take advantage of this and draw patients to their healthcare institution. The healthcare organizations will be forced to bring this change so as to compete with other healthcare

In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)

Trust is the output of your behaviours and actions of you as a leader and it either builds or erodes over time. Ineffective leaders often don’t get this element of their personal accountability. Importantly, if you don’t build trust and mutual professional respect you cannot be an effective horizontal matrix leader. You must also assume good intent of your team and business partners rather than suspicion and derision so when something does happen (and it will) you are showing empathy in your own relationships by seeking to understand instead of becoming emotional and seeking to assign blame. This is something each of us need to make one of our personal management habits.

It is important to enact changes that benefit the individuals because they are key elements to a successful business. As with any change that takes place, employees will often resist these changes because of fear of the unknown, skill obsolescence, threats to power, and just resisting change of any sort (Lunenburg& Ornstein 2012) . Management should improve the work environment, and this is a continuous process that is not successful if it is done for a small amount of time. The new ideals and practices should become part of the culture of the organization. No matter how superb the instruction or learning experiences, unless new knowledge and skills are transferred to and used on the job, they are nothing more than learning scrap (Jefferson,

And the new need for job satisfaction is the key to the quality of work.” (CITE) This is important to recognize because it point out just how important job satisfaction is to overall job productivity. Job satisfaction is important because by having a job that somebody really enjoys doing and succeeding in, it motivates them to do their best on a daily basis. This is incredibly relevant in the lives of medical professionals because they constantly need to be putting 100% effort into their work or people could have serious health complications, and in sever situation, even

The employees won’t be acting this way if only they know more about the change the organization wants to happen. The recipients of change are not only the patients but it will also be a big change for the hospital staff, nurses and doctors. Because the organization may have not explained what they wanted to happen to their employees properly, the employees wanted to make sure that they would secure their jobs whatever the company plans in the future. The management of the organization must be able to take into account the people who are going to be affected by the change as their employees is the driving force of the hospital. Aside from acknowledging their feelings, the management should also inform them of the much needed change the organization must do in order to grow and develop.

With increasing health care regulations and the need for greater value in health care, we are starting to see several new trends in the industry. These trends will require health care organizations to become highly adaptable to the changing environment. Leaders in these organizations will also need to set the example of ethical behavior and also provide motivation so that their staff can be more supportive and better equipped to embrace change.

trust other employees to do what they need to do, so you can do what you need to do. In order to

To gain trust, we must be believable so that another will have confidence in our ability to keep our word, do our part, and follow through on expectations set. It is what authenticity is all about – consistency of character through all actions and words. Trust is the biggest bargining chip youll ever have. You word is you honor so when negotiating you dont want the other party having second guesses about the conversations you have. Our words need to mean something. What gives them meaning is how we back them up. It is about keeping promises, yet it is more. It is about doing what we say. It is about living the way we talk. People depend on us. Work is a process, and each step involves another person. When someone falls down on their actions,

Like many organizations today health care institutions are transforming or restructuring, using many motivating techniques. Whatever term used, process improvement, job design, restructuring, it amounts to downsizing. Even small change effects will reach not only the employees but also the customer and suppliers.

In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).

In Simon Sinek speech “Millennials in the workplace interview” Simon humorously explains using past and personal experiences that millennials are a great and fantastic generation. They have become an addictive generation because of bad parenting, technology, impatience, and the environment and the only way to change this generation is if they are given help to balance physical and social lives. I would agree with this because I too suffer from an unbalanced physical and social life. At the start of his speech, Simon states that the generation of the millennials is everyone born from approximately 1984 and after. Then he describes the millennials as being entitled, narcissistic, self-interested, unfocused and lazy. Then he explains that

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

Another way that managers can positively influence their organization is by building trust. Trust-building between managers and subordinates is the crucial first step to preventing organizational crises. Effective managers understand that trust-building requires facilitation of communication, while being supportive, respectful, fair, consistent, and capable. Communication refers to open information sharing with groups and individuals. It should address organizational concerns, operations, policies, strategies, decisions, financial allocations, and challenges being faced. A supportive manager cares about the well-being of their employees. They are easily accessible, helpful, reassuring, and protective. Respect is earned when managers value and implement employee ideas and give them important tasks to accomplish. Fairness involves objectively recognizing the appropriate employees for task completion and accomplishments. Being consistent shows employees that managers are reliable, while professionalism and behaving sensibly display capability (Bartolomé, 1993, p. 7-11).