Leadership Development SMART Goals

Leadership Development SMART Goal Setting

The SMART goal that I would like to develop is related to my professional leadership ability to develop stronger communication skills, manage conflicts and acknowledge any incivility that happens amongst my interprofessional team. Research is necessary for me to have a better understanding about these topics. The Institute of Medicine’s (IOM) core healthcare competency that I will utilize to develop my leadership SMART goal is: working in interdisciplinary and/or interprofessional teams. My goal as stated:

S—Specific: My goal is to explore the characteristics that make a more effective and collaborative team. I will learn to effectively handle conflict resolution, and utilize this core competency

The Joint Commission has discovered that poor communication leads to more sentinel events (Finkelman, 2011). This is why as the leader I need to make sure the team is competent at all times in policies and procedures as well as, standards of care guidelines. When communicating it is important to consider the values of others along with their feelings, opinions and cultural differences. The dynamic interaction of communication has many ways of sending and receiving messages it is very important to develop a trusting relationship with the interprofessional team. This can be established by using active listening, giving a teammate the right amount of time to answer a question and responding with information that is thorough. Some other techniques that I can use to promote a trusting relationship are using appropriate eye contact, being consistent and setting limits (Finkelman, 2011, table 13-1). Better communication with my team along with accurate job descriptions and expectations will enable positive change (Pavlakis et al., 2011). My next step will be to asses my effectiveness of my communication process, I do recognize that for communication to be meaningful it needs to be timely, as well as having the ability to increase knowledge and/or influence behavior (Mangold, Denke, Gorombei, Ostroski, & Root, 2011). Leaders need to be a good role models they

Brown, et al. (2011) explains the three main sources for conflict: team conflict, barriers to conflict resolution and strategies for conflict resolution. There are three core sources for conflict within a team. First, role boundary issues involves a lack of understanding of one another’s roles. Second, is the inability to appreciate the scope of practice of other healthcare professional. Thirdly, is accountability or lack thereof this is when team members fail to realize that we all are accountable for our actions. There are four main areas identified that are barriers to conflict resolution: lack of time which includes workload difficulties, people in less influential positions, lack of motivation to manage conflict finally, avoiding confrontation because of fear or emotional anxiety. Another source of conflict are the strategies used for conflict resolution. Often there aren’t any protocols in place to address the conflict or staffs ability to negotiate and resolve conflict on their own thinking it is the organizations responsibility to address the