Surviving and thriving in a stressful workplace

As I travel about the country, I am often asked about strategies to persevere in a less-than-ideal workplace and, in some cases, survive a toxic work environment. Some individuals, compelled to stay in a workplace that lacks civility and esprit de corps, report feeling “stuck.” Others describe being place-bound—either by choice or circumstance—for a variety of reasons. Some, close to retirement, want to finish out their tenure with benefits intact. Others, with small children, are reluctant to make moves that require a change of school or neighborhood. Still others may be place-bound because of a spouse’s employment; and then there are those who love where they live and have no desire to relocate.

Reasons for staying in a less-than-desirable situation vary, and, if you find yourself in that position, you need to consider strategies that will help you cope—maybe even thrive. My most important piece of advice is to be a change agent, and take a leadership role in transforming the culture of your organization. I refer you to Chapter 11 of my book Creating & Sustaining Civility in Nursing Education for a comprehensive, evidence-based pathway to foster organizational change.

When you can't stop the world and get off, hang on for dear life and enjoy the ride! Yours Truly on a zip line in Costa Rica.

If you have made efforts to transform your workplace, and your attempts have failed or fallen short, you may be looking for ways to survive a stressful work environment. The following strategies are based on the assumption that your efforts have produced minimal or marginal results. So, if you are working in a situation that is undesirable but you are unwilling to leave, perhaps for one of the reasons mentioned above, consider these strategies:

1. Live your best life! Enjoy your personal life, and surround yourself with people you love and those who love you back. Develop a circle of support with colleagues and friends to share ideas and ways to bring joy to your workplace. Connect, encourage one another, and spend quality time engaged in positive activities.

2. Expand your professional network outside your workplace. Volunteer for exciting projects, new initiatives, or assignments associated with professional organizations. Associate with people who respect you and build your confidence. Join a “think tank,” and be part of something bigger than yourself.

3. Post positive quotes and inspirational messages around your workspace. Use them to inspire and remind you of family and friends who think you’re a rock star!

4. Always do your best. Stay professional, and behave civilly and with integrity. Despite how you might be treated, always take the high road. Imagine that your interactions are being filmed and may be uploaded on YouTube later that day. How do you want to appear in your video? With poise and aplomb? Or showing disrespectful exchanges and making negative comments?

5. Do small deeds of kindness. There will always be some people we get along with better than others but, in the long run, showing kindness can go a long way toward keeping work relationships civil. Just taking the time to thank someone and acknowledge their work can improve morale. Acknowledge your colleagues’ achievements and contributions.

6. Avoid “water-cooler gossip.” Have a verbal strategy at the ready when gossip occurs. For example, if someone is gossiping about Sam, another colleague, you might say, “That’s not my experience with Sam; perhaps this information was taken out of context. I suggest you talk directly with Sam.”

7. Take good care of yourself. Make your physical and mental health a priority. Exercise, enjoy the outdoors, dance, read, hang out with your pets, or start a new hobby. Take breaks during your workday; go for a walk, stretch and deep breathe, or find another work venue. Perhaps there is a coffee shop nearby where you can set up your laptop and work while enjoying your favorite beverage and snack. Better yet, consider working from home at least one day per week.

8. Maintain a healthy distance from colleagues who bring you down. Consider communicating by telephone or email. Perhaps you can meet by conference call or through an online meeting site. At the same time, hang on tight to your principles, core values, and keep doing the daily habits that amplify their meaning.

9. Employ technology to assist you. To help good practices become habit, use an app to set reminders to get up, take a short walk, talk to coworkers—and breathe.

10. Keep a gratitude journal. Focusing on gratitude and appreciation for the people and things around us decreases stress and puts life into perspective. Devote a few minutes each day to reflect on the blessings in your life. Jot down your thoughts in a journal; if you wish, share them with a trusted friend or family member. Expressing gratitude may be one of the most effective strategies there is for achieving and maintaining emotional health and leading a contented life.

11. Talk with someone. When stress or worries start to build, talk with a trusted friend or counseling professional. You may also consider speaking with a representative of your employee assistance program. If you perceive your situation as serious, you may also wish to consult with a representative of the human resources department in your organization.

12. Be strategic. If you are considering leaving the organization, make a plan and don’t act irrationally—or too soon. Communicate your plan to one or more trusted mentors. Share it with your family or friends, and vet your plan using a decision-making model.

While we may be deeply passionate about our work and professional life—I certainly am—it's important that we always remember that work is what we do; it does not completely define our personhood and who we are. I am buoyed by the words of an amazing mentor who reminded me and the rest of our mental-health crew that, ultimately, it’s the 3Rs in life that really matter: relationships, relationships, relationships. Words to live by. Now, go out and live your best life!

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments will be moderated. Those that promote products or services will not be posted.

The power and promise of storytelling

Once upon a time, there was a college professor who loved stories. She loved listening to them; retelling them; creating, writing, and sharing them. As a young child, riveted by some of the world’s best storytellers (her family and friends), she quickly learned that a powerful, absorbing story can mobilize action, influence thinking, stir emotions, and sometimes move us to tears. And that every now and then, a gripping story can teach us lessons that change our lives. That college professor is me! I grew up witnessing and embracing the magical power of a compelling story.

Stories not only illuminate a topic, but tell us something about the storyteller, too. Telling a simple, powerful, relevant story breathes life and relevance into even the most uninteresting topics. Stories help make the forgettable and unexciting memorable and significant. The ancient art of storytelling grabs us and refuses to let go. The lessons learned and the morals taught provide fodder for reflection, self-discovery, and inspiration.

Devonyu/iStock/Thinkstock

When we share our stories, we provide context for understanding and sorting out our experiences. Here’s a story that was recently passed along to me by a recently graduated nurse. [I’ll call her Holly, not her real name]. Holly was 23 years old when she had her first month of orientation on an oncology unit and was inexperienced in end-of-life care. Here’s her story.

During my nursing education, I had never experienced the death of a patient. As a brand-new nurse, that changed dramatically. It didn't take long for me to realize that death on an oncology unit is a common occurrence.

I struggled to deal with the range of emotions that quickly became part of my day-to-day working life. One extremely busy night, several very ill patients required complex procedures while they and their families also needed emotional and spiritual comfort and support. Learning my new role while simultaneously administering holistic care to clearly compromised patients, I felt torn in so many directions. I struggled to do my best, and, since every member of the health care team was stretched to the max, was determined to function as independently as possible.

One of my patients, Mr. Brown (not his real name), was in especially critical condition and had a DNR/DNI order. I had been checking him constantly throughout the night and, during a final round, found him surrounded by family and taking his last breath. After checking Mr. Brown’s heart rate and confirming he was deceased, I reported his passing to the physician, who then came and pronounced him dead.

Since Mr. Brown was my patient, it was my responsibility to provide postmortem care. After giving the family time at the bedside, I found myself alone in the room with the deceased and quickly realized I had no idea what to do. I had not been introduced to this type of care during my nursing program, nor had I received postmortem training during orientation. Despite the busyness of the night, I knew I needed help. I explained the situation to my charge nurse, who was immediately supportive and guided me gently through the process. Being a new nurse can be challenging, but knowing when to ask for help and having a collegial and responsive team make all the difference in the world.

Sharing our stories with others helps us deconstruct and interpret new experiences. Stories help us organize our thoughts, make sense of events, and assist us in making decisions and determining courses of action.

What do we learn from Holly’s story? First, reach out to others, and don't be afraid to ask for help. Ultimately, our patients’ safety and care depend on it. Second, the impact of a traumatic experience is eased when we share our thoughts and feelings with trusted and more experienced colleagues. Third, seasoned nurses have the capacity to model caring and supportive behaviors for less experienced colleagues. By serving as a positive role model and sharing knowledge, experience, and wisdom, experienced nurses guide the professional development of those with less experience. Positive role models are generous, competent, and focused on collegiality and collaboration. Nurses at all levels of experience need to encourage initiative and curiosity, foster desire to learn, and promote willingness to seek guidance.

Storytelling is an incredibly powerful tool for opening the nooks and crannies of our minds and makes room for fresh ideas and points of view to take up residence. Stories have the potential to ignite our senses and fill our grey matter with creative ideas and new ways of knowing. So, boldly share your stories and experiences with others, and use those stories as catalysts to create personal, professional, and transformational change. The results might just change the world.

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.

Meeting the challenge of time management

A brand-new year is upon us—525,949 glorious minutes of infinite possibility. With so much time on our hands, why do we often feel overwhelmed, challenged to complete projects, and wonder how on earth we’re going to get it all done?

Sometimes, we find ourselves stuck in reactive mode, playing catch-up, becoming easily distracted, or worse, procrastinating to meet a looming deadline, only to worry that we have bitten off far more than we can chew. Besieged with text, email, instant messages, phone calls, and other communications that frequently leave us exhausted and overwhelmed, we send, receive, exchange, and process a vast amount of information every day.

You cannot save time, but you CAN spend it wisely!

It's OK to relax!

These “time-saving” devices seem to do just the opposite; instead of saving time, they devour it. Fulfilling family, work, school, and other important responsibilities dominates our daily lives. We feel a constant need to be “productive,” or we’re not OK. We feel we need to be doing something, because doing nothing is unacceptable and a serious waste of time. My students often report feeling guilty when they take time to relax. They believe they should be doing homework, studying for exams, and being more productive.

Caught up in a frenzy of busyness, we seek to fill every one of our precious 525,949 minutes with “something,” then wonder why we’re exhausted, overextended, and woefully behind schedule.

So, let’s take a minute or two out of our busy day to review a few time-management strategies. Progressing from the macro to the micro level, let’s begin by crafting a personal, professional vision of the future, including action steps to achieve it.

One of the biggest time wasters is doing work that doesn’t inspire us or isn’t right for us. If you are unhappy in your position, the work may seem tedious and exhausting. On the other hand, if you enjoy your work and find it fulfilling, you are likely to be more efficient and productive. Finding a position that brings you joy involves self-reflection.

Imagine this.

Imagine yourself three, five, or 10 years from now, and answer this question: If you could create the career or life of your dreams, what would it look like? Then, picture yourself a year before retirement. As you look back on your career, what do you wish you had done or accomplished? What legacy do you wish you were leaving? Answer these questions, then start identifying and implementing action steps needed to accomplish your personal, professional vision of your future. To strengthen your resolve, share your vision with a mentor or trusted colleague. As time-management expert Peter Turla states, “Living your life without a plan is like watching television with someone else holding the remote control.”

Next, it’s important to get organized. Whether you use an electronic calendar or an old-fashioned paper version, start each day by reviewing scheduled events and activities. Prepare for your day by making a “to-do” list. Keeping your list brief and concise, prioritize items from high priority to low, and consider dropping low-priority tasks altogether—or reschedule them for completion sometime in the future. Placing important and urgent items at the top of your list helps you stay focused and on task.

Remember "me."

Be sure to schedule “me time” into your calendar, and keep it as sacred as you do other appointments and activities. Years ago, when our children were younger, my husband and I were so busy juggling and managing their activities that I found little time for myself. One of the best pieces of advice I received was to enter my workouts and me time into my calendar and treat them as important as any other work requirement or children’s activity. At first, it was challenging to put time for me into my schedule, but I found it so effective that I still use this method today. By taking care of myself, I can better attend to the needs of others.

When you absolutely have to get work done, place a “Do not disturb” sign on your door, together with information advising when you will be available. (Consider providing a small whiteboard so others can leave messages for you to respond to when time permits.) When working on a project, turn off your cell phone and quiet your office phone as much as you reasonably can. Return phone messages and answer email later.

A variation on the above is to put up a “NO” sign, or download an app on your smartphone that reads “NO.” Craft a short script to recite when someone asks you to take on a project or initiative. You may not always be able to say no, especially if the request is work- or family-related, but be careful not to say yes just because you think you ought to or because the project interests you.

One task at a time.

Realize that multitasking is a time-waster. Trying to complete projects, prepare courses, and respond to email—all at the same time—decreases productivity and, in some cases, creates high anxiety. Schedule time for each activity, and organize email in folders. You don’t have to respond immediately to every email message you receive; it’s perfectly acceptable to respond later, as long as you do so in a timely and expedient way. To avoid forgetting about responses you need to send, save the message in a to-do folder, to take care of in the next day or two.

Schedule and complete as many responsibilities as possible during your most productive time. Are you most productive in the morning, afternoon, or evening? Do your best to do your most important work during your peak time of productivity. Also, it helps to divide bigger jobs into smaller ones or collaborate with a colleague on a project. Breaking jobs into smaller chunks helps us feel more productive and less overwhelmed. Organizing and removing clutter from your workspace also helps decrease stress and increase efficiency.

Perhaps most importantly, reward yourself for time and energy well spent. When you accomplish a challenging task or reach a goal, give yourself a pat on the back, treat yourself to a massage, or take a trip to Kauai! You deserve it!

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.

Rewarding civility

I am so impressed with the Allegheny College Prize for Civility in Public Life. The award recognizes individuals who foster appreciation for the vital link between an engaged, active citizenry and a healthy democracy. The first Allegheny College Prize for Civility in Public Life was awarded to David Brooks and Mark Shields for their remarkable commitment to civil discourse. Despite their very different political views, these two gentlemen are consistently respectful and civil in their communications.

It’s my belief that the civility landscape can be shifted for the better by incorporating an important lesson from Parenting 101: When we catch our children doing something right, they need to be rewarded. B.F. Skinner taught us that lesson long ago when he concluded that positive reinforcement makes a difference and, if delivered in a meaningful way, will likely result in the behavior being repeated.

Using this principle as a starting point, my husband and I discussed various ways to reward nursing students for commitment to civility and professionalism. After several conversations, we decided to establish the Clark Civility Award to recognize nursing students who demonstrate sustained commitment to civility. The award is given each semester to a qualifying senior nursing student who exemplifies civility, respect, and professionalism at Boise State University School of Nursing, College of Health Sciences, and beyond.

There are several criteria for the award, including being a contributing member of student organizations and other relevant teams and committees, having a minimum GPA of 3.0, providing a record of service to the community and the profession, and demonstrating respect and civility toward classmates, faculty, nursing staff, patients, and families. Students receiving the award must also show collegiality, trustworthiness, and responsibility. Recipients may be self-nominated or nominated by someone else.

Mark McLaughlin and Yours Truly

Last week, Mark McLaughlin became the first recipient of the Clark Civility Award. He was nominated by a faculty member, who eloquently described McLaughlin’s contributions of outstanding service to the School of Nursing and the broader community, his unwavering respect toward others, and his commitment to teamwork and ethical conduct of the highest order. An excellent student who actively participates in his community, he shows great promise as a professional nurse and consistently goes the extra mile to provide exceptional patient care.

On Wednesday, 11 December 2013, McLaughlin accepted the award, presented by the dean of the College of Health Sciences, during a ceremony attended by his classmates, faculty members, and academic leaders from the School of Nursing. In addition to a monetary award, McLaughlin received a signed copy of my book and a professional plaque commemorating his achievements.

I hope others will be inspired to create similar awards or other ways to reward those who practice civility by catching them doing something right. Perhaps you will be inspired as I am by the words of two very influential women who encourage each of us to make a difference. The first quote comes from Anne Frank, who stated, “How wonderful that no one need wait a single moment to improve the world,” and the other from Helen Keller, who reminded us, “Alone we can do so little, but together we can do so much.”

Let’s all strive to make a difference in the lives of others. By doing so, we make a difference in our own. Here’s wishing you and the people you love—and those who love you back—the happiest of holidays.

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International.

Civility rising!

I have always been an optimist! As a child, I dreamed of playing second base for the Chicago Cubs. I imagined myself deftly scooping up ground balls like a Hoover vacuum and whipping the ball to turn a double—or even triple—play. No one ever told me I couldn’t become the next great major-league infielder. As an adolescent, I dreamed of attending Harvard University, being first in my class, and becoming our country’s first female president. No one ever told me I couldn’t become the leader of the free world.

As a young adult, I dreamed I could change the world. Working with challenging and violent youth, as a member of an adolescent mental-health team, reinforced my belief that a strength-based approach to treatment, mixed with a little bit of luck, often resulted in positive life changes in our clients. A core belief of our team was, to give up hope is to give up everything. We believed that each adolescent deserved another chance, and it was our goal to make it happen. Hope was the glue that kept us going and inspired us to keep fighting the good fight. No one ever told me to lower my expectations or to let go of my unlimited idealism. Instead, I was encouraged by nearly everyone around me to dream big and believe in something greater than myself.

Today, in my middle-adult years, I find myself still burning with passionate optimism and believing that things can and will get better, that faith and being open to possibilities are part of my DNA. I am a firm believer in amplifying the civility conversation to strengthen the human infrastructure of civility and respect and to stimulate optimism and hope that relationships matter and that workplaces can be venues of collegiality. To think otherwise is to surrender and admit defeat.

A positive outlook must be balanced, however, with a realistic perspective. I am not naive to the fact that there are challenges many of which may seem insurmountable—sadly, in a few cases, they may be—and that the only way to stay healthy and motivated is to leave that situation, take our passion with us, and infuse it into a more welcoming venue. But most of all, I see pockets of civility rising! They are brave and courageous individuals who refuse to settle for the status quo and, instead, work together to effect change and bring civility into the light. As Louis Brandeis, former U.S. Supreme Court associate justice, stated, “Sunlight is said to be the best of disinfectants,” meaning that transparency matters and that raising awareness about our challenges and identifying ways to address them helps shed light on them, thereby making them less prone to continuation. In my view, being open and honest with others is requisite to civility. Organizations that embrace and encourage a free flow of dialogue and communication are masters at creating and sustaining a culture of civility.

Let me share a couple examples of why I believe civility is rising. Each semester, my students and I co-create our classroom norms. This semester, in addition to our usual norms, among others, of engaging in respectful interactions, assuming goodwill, respecting differences, and making thoughtful contributions to the teaching-learning environment, we decided to add modeling the type of nurse each of us aspires to be. When we formally evaluated our classroom norms during midterm, we discovered that we are doing an excellent job of abiding by our norms and staying accountable to them. Certainly, we are not perfect, but by having a clear code of desired behavior, we are coming much closer to being the professional nurse we aspire to be.

Similarly, a group of students from Florida has developed and committed itself to a “civility pledge,” with each student signing a promise to work toward positive behavior. The pledge was presented at the school’s All College Day earlier this semester, and students, faculty members, and administrators signed the document. In doing so, students promised, among other civil interactions, to respect others, listen carefully, celebrate diversity, be considerate of others, advocate for the profession of nursing, and promote collaboration. Making this pledge and living by its code has transformed this group of students. Following their example, other students in the school are planning to make a similar pledge. Wouldn’t it be terrific if all faculty members and students committed themselves to a similar set of principles?

Here’s another example of civility rising. I was recently presenting a workshop to a group of practicing nurses, students, nursing faculty, and other nurse leaders. One of the interactive exercises involved completing the Clark Workplace Civility Index (Clark, 2013), a self-reflective activity designed to raise awareness, inspire conversation, and achieve a better understanding of oneself and others with regard to civility and respectful behavior. This eclectic and engaging group thoroughly immersed themselves in the activity and generated several ideas to foster civility in their various settings.

One of the most intriguing ideas resulting from the exercise had to do with using the index as a model to create a family-specific index that would include desirable civil behaviors within families. I encouraged the person suggesting this to use her creativity and imagination to do just that. What a fantastic idea! It’s amazing what we can do individually and collectively when we allow ourselves to think beyond the usual way of doing things and engage in important and provocative discussions on issues that matter.

A final note: A subhead in a recent Time magazine article (Newton-Small, 2013) describing the relationship among some of the women in the U.S. Senate declared, “Civility Above All.” The piece reinforced the importance of establishing norms and adhering to rules of civility. What a wonderful concept!

Reference:

Clark, C.M. (2013). Creating & sustaining civility in nursing education. Indianapolis, IN: Sigma Theta Tau International.

Newton-Small, J. (2013, October 16). Women are the only adults left in Washington. Time.

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International.

Organizational culture matters

Just before the current semester began, I received a phone call from a nursing professor exuding delight about her new faculty appointment. In her enthusiasm and joy, she exclaimed, “I just accepted the most remarkable faculty position. The school has a civility statement, a code for respectful behavior and interactions, and, most of all, members of the campus community actually live by their code of civility and shared values. I can hardly wait to get started!”

I was delighted for my friend and for the students who will reap the benefits of such a rich, engaged teaching-learning environment. After congratulating her, I asked, “What courses will you be teaching?” I laughed out loud when she responded, “Who cares? I’m just so excited to be part of such an incredible experience. I am happy to teach anything!”

Our conversation validated one of my foundational beliefs about workplaces—that culture trumps everything. In other words, no matter how wonderful one’s job description, it pales if the workplace is unhealthy, toxic, or uncivil. It is important for workplaces to have a vision and mission statement, with explicit reference to civility and respect. If an organization lacks such a reference, it is unlikely it will live by these essential values. There must be an established and reciprocal trust between the leaders and all members of the organization—including students, if it’s an educational environment. Each member must be viewed as an asset and appreciated for the value he or she brings to the workplace.

Healthy workplaces embody emotional safety, and they create and encourage “safe spaces” for dialogue and meaningful conversation. Such organizations recruit the best and the brightest and, more importantly, make every effort to retain them. Healthy workplaces exude high morale, job satisfaction, collegiality, and high-performing teamwork. Respectful communication and shared decision-making is evident. In healthy organizations, trust is the glue that holds it together, civility its lifeblood, and leadership at all levels the heart that pumps it throughout the organization.

Often, I hear people say that lack of civility and organizational trust is not necessarily a problem if it involves only one or two individuals within the organization. I beg to differ. Think about it this way: If multiple small incisions occur in an organism, it will eventually bleed out, causing its demise. The same is true for organizations. Even if there are only one or two toxic members in the organization, the results can be devastating and far-reaching.

And what if the one or two uncivil individuals hold formal leadership positions and their uncivil acts include an abuse of power? Such behavior can drastically change the organizational culture and have a serious impact on people and the bottom line. According to Porath and Pearson (2013), managers of Fortune 1000 firms spend 13 percent of their time—the equivalent of seven weeks a year—dealing with the aftermath of incivility. In some cases, the financial cost can be ruinous.

So what can we do to create cultures of civility? Here are a few ideas.

First, each member of the organization, including leaders, needs to take a candid and thoughtful look in the mirror, making an honest and accurate inventory of how well he or she is behaving and interacting with others in the organization. This assessment includes asking for candid feedback from colleagues, so each member can get a reality check on how he or she is coming across.

Positive and professional role-modeling is also essential to creating and sustaining cultures of civility. Knowing how to effectively communicate and negotiate conflict are essential skills that must be practiced, honed, and utilized. Too often, we avoid addressing issues that matter, thinking that “nothing will change” or that, in doing so, we might make matters worse. Or we simply don’t believe we have the skills needed to successfully address the situation. We need to change our mind-set, harness our courage to learn, and utilize the skills needed to promote a healthy workplace.

However, stepping up, communicating, and addressing conflict are best accomplished in organizations that embrace civility, respect, and transparency. Thus, establishing unambiguous vision and mission statements, statements of shared values, and co-creating behavioral and organizational norms are foundational to healthy workplaces. Positive behavior needs to be reinforced and celebrated. Being recognized for civility and collegiality can be highly motivating and have a significant impact on morale and job satisfaction. Promoting and rewarding interprofessional teamwork and collaborative initiatives can also enhance job fulfillment and deepen esprit de corps.

Unfortunately, in some cases, despite attempts to respectfully address issues of concern and effect positive organizational change, such efforts may fall short—or fall upon deaf ears. When that happens, we need to carefully reflect on the situation and decide whether we will stay in an uncivil workplace or move on.

On the other hand, if you are fortunate enough to be working in a civil, healthy workplace, celebrate and share the good news. Keep up the great work, and tell about your experiences and strategies so others can gain from your successes. Like the nursing professor who excitedly told me about her new job, each of us deserves a wonderful place to work.

Reference:

Porath, C., & Pearson, C. (2013, Jan.-Feb.). The price of incivility: Lack of respect hurts morale and the bottom line. Retrieved from http://hbr.org/2013/01/the-price-of-incivility/

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International.

Leadership, civility, and the magic of Disney

I spent part of my summer vacation immersing myself in the wisdom and, yes, the magic of Disney! I read and studied numerous books on the topic and loved every minute of it. According to its official website, the Disney Institute is “the professional development arm of The Walt Disney Company,” and it offers solutions that “engage organizations in time-tested best practices, sound methodologies, and real-life business lessons that facilitate corporate culture change.”

I have long been intrigued with the lessons from Disney. As a professor, student, and scholar of leadership, I read widely and deeply on the topic. There are many incredible writers and thought leaders on leadership, and I appreciate each and every one of them, but of the many Disney books I read this summer, one stands out as a favorite: Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney, by Lee Cockerell (2008), former executive vice president of operations at Walt Disney World Resort. Here are some of the lessons I learned from Cockerell, viewed through the lens of civility in academe.

Effective leadership is essential for individual and organizational excellence. It promotes faculty and student satisfaction, a dynamic esprit de corps, and positive recruitment and retention. Leadership is not discreetly synonymous with titles, positions, or pay grades but, rather, is broadly defined and, ultimately, everyone’s responsibility. Whether we are formal or informal leaders, each of us, according to Cockerell, “must do what has to be done, when it has to be done, in the way it should be done, whether [we] like it or not” (p. 15). It means making the right things happen by making sound decisions and bringing out the best in others. This type of leadership is available to—and should be expected—of everyone, because it makes the difference between ordinary and extraordinary organizations.

Genuine and meaningful inclusion is a critical hallmark of effective leadership. The Disney Institute utilizes the RAVE approach to inclusion. RAVE stands for Respect, Appreciate, and Value Everyone. What an amazing concept, and so civility-like! In workplaces where everyone matters and where each person knows and experiences it, great leadership is in full bloom. Leaders who truly listen; who communicate clearly, directly and honestly; and who advocate for all members of the campus community are rock stars among rock stars. As my students often say to me, “Dr. Clark, if we all follow the Golden Rule [which means to treat people as you wish to be treated], it will go a long way in helping people feel special and respected.” By implementing the RAVE approach to inclusion, new faculty members and students will flock to your school, and current ones will not want to leave. In an academic environment where everyone matters, everyone feels valued and appreciated to his or her very core.

Disney also recognizes the value of ARE—Appreciation, Recognition, and Encouragement—as powerful motivators for employee achievement and success. The same can be said for faculty members and students. When leaders—and, I might add, everyone—are extravagant with ARE, when they spread it far and wide, the impact can be remarkable and transforming. On the other hand, in the absence of ARE, performance is halfhearted, effort is mediocre, and satisfaction wanes. Everyone enjoys being recognized for his or her achievements and accomplishments. Consequently, leaders who are generous with showing ARE demonstrate first-rate leadership skills and aptitude.

Creating a culture and academic environment that welcomes creativity, embraces ingenuity, and allows for flexibility gives that workplace an incredible leg up. Disney advances the belief that organizations must make their people their special brand. In other words, people matter to the success of any organization.

As academic leaders seek to hire the best faculty candidates, certain skills must be considered: teaching, clinical (in the case of nursing), and scholarly competence; technological ability; aptitude for innovation; leadership skills; and an unwavering capacity to get along with others. Further, current faculty members and select students need to be involved in the interviewing and selection process. Key questions must be asked to vet the candidate in terms of level of civility, ability to get along with others, capacity to collaborate, and potential as a trusted and valued colleague. I have adapted from Cipriano (2011) two legally acceptable questions—not in conflict, for example, with the Americans with Disabilities Act (ADA)— that get to the root of these essential traits:

1. In what areas do you have the least amount of patience in working with colleagues? How do you deal with your impatience? Give examples. 
2. If we asked your colleagues to describe your strengths and weaknesses in the areas of collaboration and communication with others (students, colleagues, administration), what would they say? Give examples. 

Every member of the campus community must be fully steeped in the vision, mission, and shared values of the college or university. More importantly, each person must understand the meaning of these statements and live them to the fullest. We are all role models. For better or worse, first impressions matter, and we have scant time to make a positive impression. In fact, first impressions are often made at lightning speed.

During the precious nanoseconds that we meet someone for the first time, he or she registers myriad impressions about us. Many impressions are made in a matter of seconds (and often kept). Therefore, it’s critically important to make a positive, professional impression. In my book Creating & Sustaining Civility in Nursing Education, I identify some common characteristics of civil role modeling. They include being contemplative and humble, respectful, collegial and empowering, trustworthy and honest, responsible and accountable, self-assured without being self-important, and engaging in healthy stress management strategies.

Great leaders are always in learning mode. They learn by walking around, conversing with others, and seeking to understand what’s happening on the ground level of the organization. They spend significant time with faculty and students, engage in meaningful conversations, and constantly evaluate and seek to improve the culture of the workplace. They try to catch others doing something right and publicly acknowledge those achievements in public forums. They recognize and encourage fresh and new ideas, set high standards for performance, and expect results. They lead by modeling the way, promoting collaboration and problem solving, and fostering a lasting culture of civility and respect. Great leaders know what they stand for, advance the core values of the organization; and live by those values every day. They are respectful, sensitive, and never humiliate anyone. Perhaps most importantly, they make time for relaxation and fun, and generously encourage others to do the same.

Applying these Disney principles is not easy; it takes determination, resolve and, perhaps most of all, strong and effective leadership. It means not taking one’s eye off the ball. It means keeping respect and civility at the center of the academic culture. There is no such thing as a perfect organization, but applying some of the Disney principles to our academic workplaces can result in greater faculty and student satisfaction, reduced turnover and, maybe, just maybe, our work environments can begin to resemble the happiest places on earth!

References:
Cipriano, R. (2011). Facilitating a collegial department in higher education: Strategies for success. San Francisco, CA: Jossey-Bass.

Clark, C.M. (2013). Creating & sustaining civility in nursing education, Indianapolis, IN: Sigma Theta Tau International.

Cockerell, L. (2008). Creating magic: 10 common sense leadership strategies from a life at Disney, New York, NY: Doubleday Publishing Group.

For Reflections on Nursing Leadership (RNL), published by the Honor Society of Nursing, Sigma Theta Tau International.