Date: Thursday, July 7, 2022
Time: 1:00-2:00 p.m. CST
Speaker: Preethi Fernando
Continuing Education: This webinar has been submitted for 1 hour of NAB credit

Learn more and register HERE!

Most people are more comfortable with old problems than they are with new solutions. Just like a football coach makes strategic “half time adjustments” in a game, leaders navigating through change know how to change the direction of an organization overnight. They know, that destination cannot be changed overnight, direction can be shifted overnight. Is it time to make a half time adjustment in your software program, in confronting that co-worker, ending the behind the scenes games at work that’s driving the good employees to leave? Leaders navigating through change realize that sound emotional intelligence skills are now, more important than ever in tackling the difficult people related problems.

Change affects our emotions. Many, resist change. Change gives leaders, job security, and unlimited opportunity to show their flair. Leading through change requires humility to stoop to the level of another person’s level and pull them up. Knowing how to meet people, where they are at, is key in this modified work environment, where many are on burnout, fatigue, and ready to snap.

It’s an emotionally fragile space. Employees and family members who look tough and invincible on the surface may feel timid and lost inside, ready to shatter to bits by the slightest comment. “What’s wrong with you?” vs “What’s troubling you” can have two very different effects on the receiver. “What’s wrong with you?” can lead to an employee quitting on the spot, getting into rage, or becoming disengaged, while “What’s troubling you?” can plant the seeds of loyalty within that same employee, creating that desire to extra hours at no extra charge, because they “felt heard” by the organization leaders. Leaders in health information management navigating through this fragile emotional space understand the difference.  They use the proper word choice when tackling people related problems.

Crisis decisions are never good decisions. Leading through change is the ability to anticipate problems, before they become crises, to take care of problems when they are small so that they don’t become crisis situations two years later. By making the tough decisions ahead of time, by doing the ugly tasks first, by confronting difficult people now, than later, leading through change, helps us to spend more time preparing, less time repairing. That’s the key to success, influence, and wellness.

Learning Objectives

• How to effectively confront problems when they are small, rather than shoving them under the rug and watch them silently grow over a period of time
• How to make “half time” adjustments in a changed work environment
• How to prevent simple situations from blowing up into crisis mode
• How to spend more time preparing, less time repairing
• How to bring up criticism and feedback with the staff in a motivating manner rather than in a demoralizing manner

Bio

Preethi Fernando is the author of twelve books and a speaker. As a consultant, she  works with companies, organizations, and city staff. Preethi does Keynote, breakouts, and webinars on Emotional Intelligence, Leadership, work Life Balance, Mental Toughness, and more. Originally from the exotic island of Sri Lanka, Preethi now calls lovely Colorado her home. To learn more go to prreethifernando.com.