New Environment

2. New Environment

3. Changing Environment “If you don’t like change, you’re going to like irrelevance even less” General Eric Shinseki, Former US Army Chief of Staff

5. “Nobody ever takes note of (my advice), because it’s not the answer they want to hear. What they want to hear is ‘Here’s how you get an agent, here’s how you write a script,’…but I always say, ‘Be so good they can’t ignore you.’” Steve Martin during a 2007 interview with Charlie Rose

6. Rule #1 – Don’t Follow Your Passion The Passion Hypothesis The key to occupational happiness is to first figure out what you’re passionate about and then find a job that matches this. Passion is Rare – In which it is argued that the more you recognize its rarity. Passion is Dangerous – In which is argued that subscribing to the passion hypothesis can make you less happy.

7. Rule #2 – Be So Good They Can’t Ignore You • The Clarity of the Craftsman • Craftsman mindset - What you can offer the world. • The Power of Career Capital • Career Capital – Rare and valuable skills to offer.

8. Becoming a Craftsman The 10,000-Hour Rule The idea that excellence at performing a complex task requires a critical minimum level of practice surfaces again and again in studies of expertise. In fact, researchers have settled on what they believe is the magic number for true expertise: ten thousand hours. Outliers, by Malcolm Gladwell

9. Becoming a Craftsman

10. Becoming a Craftsman Neil Charness at Florida State University published a decade long study of chess tournaments. • Tournament Play • Serious Study • Deliberate Practice.

11. Power of Career Capital Traits That Define Great Work • Creativity • Impact • Control

12. Rule #3 – Importance of Control Control over what you do, and how you do it, is one of the most powerful traits you can acquire when creating work you love.

13. Rule #3 – Importance of Control

14. Rule #3 – Importance of Control • Control – Having a say in what you do or how you do it. • Control Trap #1 – Control that is acquired without career capital is not sustainable. • Control Trap #2 – When you acquire enough career capital to acquire meaningful control over your work life, you’ve become valuable enough for your employer that they will try to prevent you from making the change.

15. Rule #3 – Importance of Control The Law of Financial Viability When deciding whether to follow an appealing pursuit that will introduce more control into your work life, seek evidence of whether people are willing to pay for it. If you find this evidence, continue. If not, move on.

16. Rule #3 – Importance of Control

17. Rule #4 – Importance of Mission (Think Small, Act Big) • The Meaningful Life – A unifying mission to your work life can be source of great satisfaction. • Missions Require Capital – A mission chosen before you have relevant career capital is not likely to be sustainable.

18. Rule #4 – Importance of Mission (Think Small, Act Big) • Missions require Little Bets – Great missions are transformed into great successes as a result of using small and achievable projects – little bets – to explore the possibilities. • Missions Require Marketing – Great missions are transformed into great successes as a result of finding projects that satisfy the law of remarkability.

19. Rule #4 – Importance of Mission (Think Small, Act Big) Law of Remarkable The law says that for a mission-driven project to succeed, it should be “remarkable” in two different ways. First, it must compel people who encounter it to remark about it to others. Second, it must be launched in a venue that supports such remarking.

20. Manager Level Competencies

21. Manager’s Toolkit Learning the Basics • Setting Goals Others will follow. • Hiring the Best • Keeping the Best • Delegating with Confidence • Managing Your Time

22. Manager’s Toolkit Reaching the Next Level • Managing Teams • Appraisal and Coaching • Handling Problem Employees • Dealing with Crisis • Developing Your Career • Becoming a Leader • Strategy

23. Manager’s Toolkit Mastering Financial Tools • Budgeting • Understanding Financial Statements • Net Present Value and Internal Rate of Return • Breakeven Analysis and Operating Leverage

24. Essential Tasks / Competencies

25. Assessment and Action Plan • Place either a frequency or importance rating in the competency column. • Place a Distinguishing Value in the Career Capital Column. • Place a level of training needed in the Future HFMSNJ Subject Column. • Add any additional tasks and ratings in the additional comment box.

26. Essential Tasks / Competencies Frequency: 0 = Not Performed 1 = Every few months to annually 2 = Every few weeks to monthly 3 = Every few days to weekly 4 = Every few hours to daily 5 = Hourly to many times each hour Importance: 1 = Not Important 2 = Somewhat Important 3 = Important 4 = Very Important 5 = Extremely Important

27. Essential Tasks / Competencies Distinguishing Value: 1 = Not Valuable 2 = Somewhat Valuable 3 = Valuable 4 = Very Valuable 5 = Extremely Valuable

28. Essential Tasks / Competencies Need for Training: 1 = Training Is Not Needed 2 = Some Training Is Needed 3 = Considerable Training Is Needed 4 = Do Not Know / Not Part of the Job

29. Be So Good They Can’t Ignore You

30. REVIEW

43. Additional Career Capital

44. Performance Improvement Measures Energy • Access energy education and achieve certification through Energy University. • Efficient Surgical Task Lighting • Establish a baseline for current energy consumption. • Develop an organizational environmental principles statement. • Check and repair thermal envelope. • Evaluate and install low-e window film. • Evaluate setback of temperature and airflow settings at night. • Evaluate and implement operating room airflow setback. • Retrocommission HVAC controls. • Reevaluate HVAC equipment scheduling. • Practice preventive maintenance of major HVAC equipment. • Evaluate steam traps for repair or replacement. • Insulate hot water system equipment and piping. • Replace air-handling unit (AHU) filters regularly. • Perform economizer maintenance. • Install variable frequency drives on pumps and motors. • Set thermostats to balance efficiency and comfort. • Replace magnetic ballast, T12, and incandescent lighting fixtures with more efficient fixtures. • Energy Star Office Equipment • Energy-Efficient Lighting

45. Performance Improvement Measures Water • Establish a baseline for current water consumption. • Develop an organizational environmental principles statement. • Evaluate steam traps for repair or replacement. • Insulate hot water system equipment and piping. • Maximize cooling tower efficiency by improving water quality. • Eliminate fixture leaks. • Install low-flow flush fixtures. • Install low-flow faucets. • Evaluate and optimize faucet water flows. • Eliminate equipment and piping leaks. • Minimize water used for washing laundry. • Optimize ice machine water use. • Evaluate equipment water use. • Minimize water use for irrigation and grounds maintenance.

46. Performance Improvement Measures Waste • Establish a baseline for waste generation and track performance. • Develop an organizational environmental principles statement. • Maintain organization-wide mercury-free policies. • Fluorescent Lighting Management and Recycling • Establish a waste minimization committee. • Conduct a waste assessment. • Improve waste-handling, container utilization and management process. • Maximize waste equipment utilization and hauling efficiencies. • Recycle electronic waste. • Implement a facility-wide battery recycling program. • Develop and/or enhance the facility’s recycling program. • Maximize construction and demolition recycling pertinent to daily operations • Reduce regulated medical waste (RMW) generation. • Switch to reusable sharps containers. • Develop a comprehensive pharmaceutical waste management program. • Audit all hazardous waste-related activities for compliance and beyond • Paper Reduction and Sustainable Printing • Reprocess approved single-use devices. • Coordinate Integrated Waste Contracts • Case Study: A Switch to Re-Usable Grounding Pads • Case Study: Spectrum Health's Re-usable Sharps Container Program

47. Performance Improvement Measures Supply Chain • Adopt a Cost, Quality, and Outcomes (CQO) Approach to Procurement. • Efficient Surgical Task Lighting • Environmental Considerations for Fleet Management • Use Biodegradable Food Service Ware • Train your supply chain staff in environmentally preferable purchasing (EPP 101). • Train your supply chain staff in environmentally preferable purchasing (EPP 201): Implementation strategies. • Develop an organizational environmental principles statement. • Establish a green purchasing committee. • Adopt a facility-wide environmentally preferable purchasing (EPP) policy. • Use standardized environmental questions in purchasing medical products. • Maintain organization-wide mercury-free policies. • Replace magnetic ballast, T12, and incandescent lighting fixtures with more efficient fixtures. • Fluorescent Lighting Management and Recycling • Install low-flow flush fixtures. • Recycle electronic waste. • Reduce regulated medical waste (RMW) generation. • Switch to reusable sharps containers. • Paper Reduction and Sustainable Printing • Purchase Environmentally Preferable Carpet • Use Microfiber Cloths and Mops • Paper Products in Environmental Services • Computers and Monitors • Energy Star Office Equipment • Energy-Efficient Lighting • Office Supplies • Reprocess approved single-use devices. • Implement Integrated Pest Management (IPM) Practices in Your Facility • Coordinate Integrated Waste Contracts • Commercial Kitchen Equipment • Choose ReusableTextiles • Case Study: A Switch to Re-Usable Grounding Pads • Case Study: Spectrum Health's Re-usable Sharps Container Program