Leadership Development

By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 10-12.

10. We continued to be aware of our risk of overusing problem-solving/ fixing thinking and when we were wrong, promptly admitted it. We enlisted the support of key strategic partners to ensure we were distinguishing problems from polarities (complex challenges). An often heard question was: “Whose perspective/ voice are we missing that we need to bring into our conversation?” We found ourselves noticing the common tensions of leveraging local needs with system needs; having a communication style that was direct along with a more diplomatic one when that was called for. We focused on the quality of our work as we also focused on the cost of our work. To everyone’s delight, we also spent time talking about nurse and physician well-being along with patient and organizational well-being.

11. We sought out prayer and meditation experiences to improve our ability to notice in the moment and correct our responses. Knowing that the demands would not cease, we learned to assume responsibility for caring for ourselves through daily health habits like exercise; mindful and healthy eating; taking time-outs from electronic devices and spending focused time with family, friends and alone time. We began a daily spiritual practice that allowed us to feel connected to something larger than ourselves.

12. Humbly acknowledging our risk of overusing fixing to the detriment of sustainable and systemic change, we commit to cascading our learning to others who may be so afflicted. As I humbly and courageously worked on developing myself, I noticed that there were others on my team who shared this love of “fixing.” My modeling asking for feedback and being curious was a powerful invitation for them to do the same. I realized that it wasn’t sufficient for me to modify my behavior, alone: I had to help others find healthier ways of partnering and perceiving that created a culture of health and well-being for ALL. I now devote at least 15 minutes during my 1:1 meetings and during our team meetings to focus on our individual and collective development. We also engaged SixSEED Partners to help us identify our key tensions and then measure and create action plans around better leveraging these tensions so that we achieved sustainable change and progress with less expense to the system and to us!

If you need more information, please email info@sixseedpartners.com and they’ll be happy to support you! You can find some case studies around this work by going to: https://sixseedpartners.com/resources/.

By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 7-9.

7. We humbly asked our higher power to supplement our fixing habit with a healthy alternative. We bravely acknowledged that we didn’t have all the answers and could allow ourselves the opportunity to learn and expand our toolbox, while also providing an opportunity for others to develop their skills. We also realized that we didn’t have to abandon our “fixing” high but that we could complement it with something called polarity thinking- both/and thinking.

8. We made a list of all persons we had harmed and became willing to be transparent about our steps to recovery. In our haste to be the one with the one right answer, we acknowledge that we dismissed other’s perspectives, often making them feel devalued. At this time of “the great resignation,” we know we can’t afford to do that and we need every talented resource we can get to be successful. During our 1:1’s and team meetings, we fessed up and apologized for our previous dismissive behavior and committed to change. We asked our peers and team members to provide us feedback when they noticed positive changes and when they also noticed our inevitable remissions.

9. We made direct amends to people we had harmed unless doing so would injure them or others. For those whose perspectives had been dismissed, we now purposefully asked for their perspective as we were challenged by complex issues. Instead of trying to surface one right answer, we purposefully looked for numerous perspectives and seeming contradictions. Our goal became more about getting several voices and perspectives in the room, often from those who generally had opposite preferences from the majority.

By Joy W. Goldman RN, MS, PCC: A recovering fixer!

We continue our post stress management strategies for those of us who identify as “I’m a fixer!—I fix things!”

Fixing, also known as problem-solving, is a valuable skill, until we approach everything in our work and personal lives as problems to fix. Here we’ve adapted the time-tested 12-step program from Alcoholics Anonymous to habitual problem solvers/ fixers for steps 4-6.

4. We made a searching and fearless inventory of ourselves. We admitted that our tendency to attribute the cause of problems to others and place ourselves in a victim or hero role was interfering with our getting the results we want and draining us of the energy we need to get things done. This wasn’t someone else’s issue.. this perpetual perspective of “fixing” was ours to solve……oh, oh! We also acknowledged that our desire to fix came from a well-intentioned place—we want to ease the burden of others and make a positive contribution in the world. How might we harness that energy of contribution while continuing to appreciate our “fixer identity” when that approach was needed?

5. We admitted to others and to our higher power the exact nature of our wrongs. We acknowledged that our desire to fix became a barrier to others wanting to collaborate and communicate with us. We even noticed that we were pushing people away in our personal lives as we applied our fixer approach to loved ones who didn’t want a fixer and just wanted someone to listen. We summoned the courage to become transparent with others about our desire to expand our way of perceiving challenges and to humbly ask for help. We noticed that when other leaders were transparent about their development efforts, others looked at them with greater respect. Perhaps we can trust ourselves enough to believe that showing our own vulnerability might engender more trust and desire for partnership.

6. We were entirely ready to have our higher power remove all these defects of our overdone fixing habit. We started asking for help and learned that there was a supplemental way of perceiving challenges that expanded upon fixing. We didn’t have to relinquish our fixing identity: we could add to it different perspectives that allowed us to see a larger and more complex picture. Expending less energy and embracing other perspectives actually could create longer lasting, effective outcomes with less wear and tear on myself and others!