Leadershave the responsibility to connect others and build relationships.  To ensure that all employees are workingtoward a common goal, the leader must facilitate difficult conversations.  Building these relationship bridges can beaccomplished by empowering staff to create change through the shared governancemodel, by identifying your facilities change agents, and through diversitymanagement.  Facilitiesthat embrace the shared governance model challenge their staff to create the environmentthey wish to work in.  By empoweringstaff to address the problems with practice, policy, and culture; the facilitygives the employees ownership of the results.

 Employees can lead change based on evidence-based practice or qualityimprovement projects.  Byevaluating the changes made through shared governance a facility will be ableto identify their change agents.  Changeagents are the highly skilled and very influential staff members whose opinionsare valued and practice replicated (Crowell, 2015).

  A facility can leverage the power of changeagents to help implement difficult, but required, changes.  However, the influential power of theseemployees will quickly degrade if staff know they are working in the bestinterest of leadership and not the staff. Senior leadership should always be searching for these change agents inhopes to improve outcomes through change and to mentor them as the nextgeneration of leaders.              Diversity management is the processof creating policies that identify the need for hiring and training practicesof our changing workforce demographics (Borkowski, 2015).  Throughthe active recruitment and retention of diverse staff a facility improves theirinnovative capabilities. The power of diversity is more than the art, food, orculture one can share with the group.

  Thetrue benefit to a facility is the variety of opinions, the different pathwaysof thinking, and the 


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