Enhancing Our Professional Image Through Leadership

If someone were to ask you to describe your "perfect job," how would you reply?

If your answer includes words like challenging, diverse, the opportunity to have a positive, meaningful, impact on people's lives, collegial relationships with motivated, intelligent, professional, individuals, and the opportunity to experience personal growth and develop leadership skills, chances are, you're in the right profession! The role of the medical staff services/credentialing professional encompasses all of those attributes. You know it; I know it; but do those motivated, intelligent, professional colleagues of ours know it? And if they don't, what are we going to do about it?

A vital part of our role involves serving as mentors and teachers to the physicians and administrative staff with whom we work. Do we think of ourselves as mentors and teachers? If not, it's time we did. Do we think of ourselves as professionals? The dictionary defines "professional" as one who is "an expert at his or her work." If you want others to value you as a professional, it is absolutely imperative that you view yourself and your role as one worthy of the designation.

Ralph Nader once stated, "I start with the premise that the function of leadership is to produce more leaders, not more followers." Leadership doesn't require a particular title or position; it exists at all levels. Leadership doesn't require perfection; it does require humanity.

"What do you consider to be the most important aspects of professionalism?" I recently posed that question to a group of individuals with an enormous amount of talent and many years of professional experience, our peers. Here are some of their thoughts:

	Become the recognized, trusted, expert at your institution when it comes to standards, surveys, medical staff and credentialing issues. That includes being willing to say, "I don't know, but I'll find out and get back to you" and of course, following through.
	Get involved with your state and national association; participation may offer you opportunities for growth that you're unlikely to find anywhere else.
	Share the information that you receive at local and national conferences with your co-workers, medical staff, and administration. You're likely to receive more funding for education if you're willing to share the value of what you've learned.
	Develop, or contribute to, your organization's newsletter or Web site.
	If you're not already certified, work to attain certification. Consider including information in your next newsletter as to why your certification is valuable to the organization.
	Develop excellent communication skills. Take courses designed to enhance your communication and presentation abilities. Ask for feedback from friends and co-workers. Become known as a person who consistently displays a professional, courteous, attitude. Apply the good advice my father used to give his chatty daughter, "God gave you two ears and one mouth to remind you to listen twice as much as you talk."
	Experts indicate that the ability to communicate effectively with others is often the single most significant factor influencing career advancement. John D. Rockefeller stated "The ability to deal with people is as purchasable a commodity as sugar or coffee. And I will pay more for that ability than for any other under the sun."
	Praise publicly; critique privately. Truly powerful people always give credit to others. Former President Dwight D. Eisenhower said, "You do not lead by hitting people over the head. That's assault, not leadership."
	Be willing to support and serve; share knowledge in a respectful, non-threatening way.
	Be flexible. When you've been thinking and working inside that infamous "box" for a while, it can be difficult to view challenges in a new light. Indulge in a bit of whimsy, become an "imagineer" by adopting the Disney attitude of "If we can dream it, we can do it."
	Learn the art of negotiation. Be sure, when you think you are being extremely tactful, that you are not in reality running away from something you ought to face.
	If you must do things for show, allow your staff to be part of the production, not part of the audience.
	Communicate enthusiasm and excitement about what you do.
	Strongly encourage your administrative and medical staff leaders to attend NAMSS or other leadership conferences. You may find that they come away with an entirely new respect for the complexity and significance of your role.
	Realize that not every employer or every position offers the same potential for professional growth and development. Prioritize and set limits. If, despite your best efforts, you are unable to make positive changes and unwilling to accept the situation as it exists, it may be time to consider a move. You are ultimately responsible for your own attitude and your own career path.
	Dale Carnegie, well known motivational speaker advised, "Keep your mind open to change all the time. Welcome it. Court it. It is only by examining and reexamining your opinions and ideas that you can progress."

Your colleagues have shared some inspiring, thought-provoking ideas. Now it's up to you. Before you put this article away, pick out one or two ideas from the list and write them in your planner, or if your organizational skills are a bit more creative, find a convenient napkin to jot them on, but keep those goals in front of you and work on them. The smallest deed always exceeds the grandest of intentions.

Rita Schwab, CPCS, CPMSM
Synergy Member Article of the Year 2000