Colleagues,
Welcome to Chapter 5, which I think is the most intriguing and thought-provoking chapter of the book. The focus of this chapter revolves around the ability for leaders to function at the strategic and visioning level and, at the same time (without a net!) work with front line therapists to mentor, support, and guide them in their daily activities.
The Janus Effect (yes, thank goodness for Wikipedia) is defined as the ability to interact with people at both the authoritative and dependence levels. I didn't remember this from high school, but I do remember the two-headed god known as Janus. As I envision the two-headed Roman deity, I am reminded that our roles as leaders are to be able to 'look both ways'. So many leaders, from my experience as well as listening to others, tend to be good at guiding folks to do what they've always done and their idea of improvement is to 'do more'. What I take away from this chapter is the realization that this just doesn't cut it in today's healthcare environment. Those leaders who count 'treatments done as a percentage of treatments ordered' are certainly doing one aspect of their job. We do have to account for what is ordered. This focus is more in line with what this author calls 'tactical leader'. The 'done vs. ordered' focus will more often result in finding ways to increase productivity (read 'work harder guys and gals!') rather than think creatively. I know this statement will get some responses flowing. The strategic leader, according to this author, is more likely the one who will engage her staff in the process of fundamentally changing the thought process from 'today' to 'what could be'. Using the energy and passion of her staff, as 'change enzymes' (yes, I just made that up, but it sounded neat when I was thinking about it), might just be the answer for those of us trying to reinvent the image of Respiratory Therapists and creating a new value proposition for our roles.
The question for our group is this:
What are the advantages and disadvantages of the 'Strategic Leader' and the 'Tactical Leader'.
Garry