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, Robert P. Granko, Pharm.D., M.B.A. Associate Director of Pharmacy University of North Carolina (UNC) Hospitals 101 Manning Drive Chapel Hill, NC 27514 Clinical Assistant Professor Eshelman School of Pharmacy UNC at Chapel Hill Chapel Hill, NC rgranko@unch.unc.edu Search for other works by this author on: Oxford Academic Lindsey B. Poppe, Pharm.D., M.S., BCPS Pharmacy Clinical Manager UNC Hospitals Clinical Assistant Professor Eshelman School of Pharmacy UNC at Chapel Hill Search for other works by this author on: Oxford Academic Rowell Daniels, Pharm.D., M.S. Director of Pharmacy UNC Hospitals Associate Dean Pharmacy Clinical Practice Eshelman School of Pharmacy UNC at Chapel Hill Search for other works by this author on: Oxford Academic
American Journal of Health-System Pharmacy, Volume 69, Issue 4, 15 February 2012, Pages 282–284, https://doi.org/10.2146/ajhp110375
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Robert P. Granko, Lindsey B. Poppe, Rowell Daniels, Managing peak performers, American Journal of Health-System Pharmacy, Volume 69, Issue 4, 15 February 2012, Pages 282–284, https://doi.org/10.2146/ajhp110375
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Managers who are successful in performance coaching are often individuals who are trustworthy, comfortable with self and others, and active listeners. They regularly spend time with their employees to motivate, direct, reward, develop, and praise them and give constructive feedback while driving them to achieve their full potential. A study conducted by Gallup found that when managers and employees received feedback on their strengths, the overall business goals of the company improved.1 Coupling performance coaching with the employee’s annual performance review can be a powerful catalyst to achieving results that can rival the best departments.
The University of North Carolina Health Care System (UNC HCS), in conjunction with UNC’s department of organizational and leadership development, recently conducted a survey of 345 UNC HCS leaders, including physician leaders, to determine the percentage of work time they spend coaching or rewarding employees. The survey was part of the health system’s quarterly off-site leadership development program for UNC HCS leaders who gather to hear common messages of importance from topic experts, discuss tools and strategies to further develop their leadership core competencies, and effectively network with colleagues across the health care system. Information gleaned from the leadership development sessions is then disseminated to frontline staff to further embed learned principles into the cultural architecture of UNC HCS. The results of the leadership survey demonstrated that regardless of the type of leader, a greater percentage of work hours was spent coaching low-performing employees versus high-performing employees (22.75% versus 16.74%).2
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