Having recently reconnected with a dear friend from my days of managing an alzheimer's assisted living facility, I have been reflecting on the training program we used, you know back in the 90's.
In order to get staff to attend in-service meetings so we could meet our very loose training mandates we would literally hold their paychecks hostage. Require them to sit through a lecture that if they'd been there more then 6 months they've heard before, and our focus was not really on learning but compliance.
When I talk to Administrators and Nurses about their training programs and they explain a program similar to what I was once doing, I ask, "how long have you been training this way?"
"Oh gosh " one women explained, "since as long as I can remember, it's just the way we've always done it."
I'd like to propose a question to you. What other practices in senior care or business in general are we still operating a program as we did in 1960? Kind of funny isn't it?
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Several weeks after a young man had been hired, he was called into the personnel director's office.
"What is the meaning of this?" the director asked.
"When you applied for this job, you told us you had five years experience. Now we discovered this is the first job you've ever held."
"Well," the young man replied, "in your advertisement you said you wanted somebody with imagination."
Typical Management Action (TMA): The Canoe Race
A Japanese Company and a California Company decided to have a canoe race on the Columbia River. Both teams practiced hard and long to reach their peak performance before the race.
On the big day, the Japanese won by a mile. Afterwards, the California team became very discouraged and depressed. The management of the California company decided that the reason for the crushing defeat had to be found. A "Measurement Team" made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was that the Japanese had 8 people rowing and 1 person steering, while the Californians had 1 person rowing and 8 people steering. The Management of the California company hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing. To prevent losing to the Japanese again next year, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program", with meetings, dinners and free pens for the rower. "We must give the rower empowerment and enrichment through this quality program."
The next year the Japanese won by 2 miles. Humiliated, the management of the California company laid off the rower for poor performance, halted development of a new canoe, sold the paddles and canceled all capital investments for new equipment.
Then they used the money saved by giving a High Performance Award to the steering managers and distributed the rest of the money as bonuses to the senior executives.