do we know where we re going the future of the activity profession

1. Do We Know Where We�re Going?The Future of theActivity Profession Catherine R. �Cat� Selman, BS The Healthcare Communicators, Inc. www.thehealthcarecommunicators.com www. catselman.com

2. How do we define ourselves? Either we define who we are, or someone else will do it for us!

3. Do we promote professional excellence?

4. Professional vs. Paraprofessional How you look, talk, write, act and work determines whether you are a professional or a paraprofessional. Many businesses accept less-than-good results. Schools graduate students who cannot read. You can miss 15% of the driving-test answers and still get a driver�s license. "Just getting by" is an attitude many people accept. But it is not the attitude of professionals.

5. What is a �Professional?� A professional is someone who practices a full-time occupation (although there are exceptions, including those members of the professional workforce who work part time). A professional is someone who has a commitment to a calling in which the requirements of membership include adherence to an enduring set of normative and behavioral expectations. A professional holds members in an organization that was created for the sole purpose of protecting and enhancing the interests of the calling.

6. What is a �Professional?� A professional must possess specific but useful knowledge skills, based on specialized training or education of exceptional duration. The professional is expected to exhibit a service orientation, to perceive the needs of clients that are relevant to his competence, and to attend to those needs by competent performance. The professional, by virtue of his exceptional knowledge, proceeds by his own judgment and authority, thus enjoying autonomy restrained by responsibility. �Moore, 1970.

7. Simple things that mean a lot� "Don't ever do anything as though you were a nonprofessional.� "Anything you do, do it as a Professional to Professional standards.� "Develop the frame of mind that whatever you do, you are doing it as a professional and move up to professional standards in it.� "Professionals see situations and they handle what they see. They are not nonprofessionals.�

8. Professional vs. Nonprofessional A professional learns every aspect of the job. A nonprofessional skips the learning process whenever possible. A professional carefully discovers what is needed and wanted. A nonprofessional assumes what others need and want. A professional looks, speaks and dresses like a professional. A nonprofessional is sloppy in appearance and speech.

9. Professional vs. Nonprofessional A professional keeps his or her work area clean and orderly. A nonprofessional has a messy, confused or dirty work area. A professional is focused and clear-headed. A nonprofessional is confused and distracted. A professional does not let mistakes slide by. A nonprofessional ignores or hides mistakes.

10. Professional vs. Nonprofessional A professional jumps into difficult assignments. A nonprofessional tries to get out of difficult work. A professional completes projects as soon as possible. A nonprofessional is surrounded by unfinished work piled on unfinished work. A professional remains level-headed and optimistic. A nonprofessional gets upset and assumes the worst.

11. Professional vs. Nonprofessional A professional handles money and accounts very carefully. A nonprofessional is sloppy with money or accounts. A professional faces up to other people�s upsets and problems. A nonprofessional avoids others� problems. A professional uses higher emotional tones: Enthusiasm, cheerfulness, interest, contentment. A nonprofessional uses lower emotional tones: anger, hostility, resentment, fear, victim.

12. Professional vs. Nonprofessional A professional persists until the objective is achieved. A nonprofessional gives up at the first opportunity. A professional produces more than expected. A nonprofessional produces just enough to get by. A professional produces a high-quality product or service. A nonprofessional produces medium-to-low quality product or service.

13. Professional vs. Nonprofessional A professional earns high pay (or SHOULD!). A nonprofessional earns low pay and feels it�s unfair. A professional has a promising future. A nonprofessional has an uncertain future. The first step to making yourself a professional is to decide you ARE a professional.

14. Are you aprofessional?

15. Assessing Yourself Take the Self-Assessment Test

16. Rules to live by�.. Honestly REPRESENT AND ACT within one's areas of professional competency and authority without exaggeration, misrepresentation or concealment. AVOID actions which are or could be perceived as a conflict of interest or for individual gain. OFFER OR ACCEPT only appropriate incentives, goods and services in business transactions.

17. Rules to live by�.. HONOR written and oral contracts, striving for clarity and mutual understanding through complete, accurate and timely communications, while respecting legal and contractual rights of others. ENSURE rights to privacy and protect confidentiality of privileged information received verbally, in writing, or electronically. REFRAIN from misusing solicited information, proposals or concepts other than for the purpose it was intended.

18. Rules to live by�.. ACTIVELY PURSUE educational growth through training, sharing of knowledge, expertise and skills, to advance your profession. EMBRACE AND FOSTER an inclusive business climate of respect for all peoples regardless of national origin, race, religion, sex, marital status, age, sexual orientation, physical or mental impairment.

19. Management & Professionalism In a published article regarding departmental roles for the activity and/or social service director, the authors equated effectiveness as a department head with the development of a positive self-image. They assert that many activity directors and social workers do not have confidence in their abilities, and may actually contribute to a lack of approval by colleagues or the administrator by not behaving as supervisors.

20. Management & Professionalism See yourself in the role of department head or supervisor: Realize that you are an important member of your facility and a partner with other activity professionals and social workers throughout the world. Feel more connected by networking and becoming involved with your state and national organizations. Take every opportunity to develop your management skills. Realize that recognition of yourself as a department head will increase as you experience and training increase.

21. Five Negative Characteristics of Professionalism Negative attitude: Always �whining.� Continually stating no one respects you, that you are the �bottom of the totem pole,� etc. All of this screams �LOSER�!!!!

22. Five Negative Characteristics of Professionalism How you dress! People DO notice, no matter where you are.

23. Five Negative Characteristics of Professionalism Unprofessional body language: How you sit (slumped over, bad posture) Yawning/coughing (not covering mouth) Chewing gum or eating with your mouth open. It's distracting to see someone chomping away at a piece of gum while they are talking to a client, or in a meeting. If you chew gum while driving to an appointment, get rid of it before your meeting.

24. Five Negative Characteristics of Professionalism Excessive fragrance: Too much perfume or aftershave lotion is distracting, and can aggravate allergies in some people. Be clean and fresh, but keep your fragrance to a minimum. People should not smell your fragrance unless they are hugging you. If they smell you across the room, you've overdone it.

25. Five Negative Characteristics of Professionalism Your language: Words indicate character, integrity and values. What are you saying about yourself?

26. Professional Excellence Professional Attitude: Keep the drama out of the workplace, even when things are hectic. What would you think of someone crying over a work situation in the office? Think of a time when you kept the drama out of a situation and maintained a professional, level-headed attitude.

27. Professional Excellence Professional Privacy: Keep personal life personal. Avoid discussing breakups, family problems, or personal financial issues in the work place. Identify a time when you wished that you had kept your personal life private.

28. Professional Excellence Professional Honesty: Lying in the workplace causes irreparable damage. If your coworker lied to you about something, how would you feel about working with this person as a team member? How long would it be until you could trust this person again with work-related responsibilities?

29. Professional Excellence For each of the following unprofessional behaviors, list a consequence of the behavior that could occur at work as a result of the dishonesty. Calling in sick just to get a day off. Taking credit for someone else�s ideas. Working on personal matters on company time. Stealing company materials. Making long distance phone calls on company phones. Saying you worked when you didn�t.

30. Surveys Think, think, think�BEFORE you speak. Take time to answer questions. Don�t offer the first thing that �jumps into your head� unless you know that it is the correct answer/response. KNOW the regulations and interpretive guidance that applies to your area of responsibility, so that you can defend yourself and your programming. Know CMS definitions. Be able to provide �proof and evidence� that you are in compliance. Learn the �language� of surveyors.

31. Surveys Be prepared for when they walk into your facility. Welcome them, introduce yourself by name and title. Outline the programming schedule for the day and invite them to attend at any time. Explain how they may get in touch with you during the survey when, and if, they have any questions or concerns. Then go do your job! Do NOT get defensive when surveyors ask questions. Don�t take it personal � they are simply trying to get enough information to determine if your facility is in compliance.

32. Surveys Don�t hesitate to �brag� or �spotlight� specific programming or resident successes. Don�t be alarmed if they ask for something that you don�t have. It could simply be a personal surveyor opinion or concern, and not backed by actual state or federal regulation/requirement. Investigate and ask questions. (Again, you must know the regulations to distinguish between opinion and requirements.) Don�t change anything that you are doing, either in programming or documentation, until you see an actual, written deficiency!

33. Professional Assessment List your knowledge or skills of your profession. What ways are you willing to learn more to improve your skills and knowledge in this profession? How can you demonstrate service to others in this profession? What are some creative and innovative ideas you have related to this profession? List ways that you could show leadership in this profession.

34. Are WeLeaders?

35. The �title� does not automatically�entitle� you. Leadership is action,not position.

36. Definition Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

37. What Makes a Leader? Trait Theory: Some personality traits may lead people naturally into leadership roles. Great Events Theory: A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Transformational Leadership Theory: People can choose to become leaders. People can learn leadership skills

38. Important Keys to Effective Leadership Trustworthy Ability to Communicate a Vision Seeing BEYOND themselves

39. Good leaders develop through a never ending process of self-study, education, training, and experience.

40. Principles of Leadership Know yourself and seek improvement Be technically proficient Seek responsibility and take responsibility for your actions Make sound and timely decisions Set the example Know your people and look out for their well-being

41. Principles of Leadership Keep workers informed Develop a sense of responsibility in your workers Ensure that tasks are understood, supervised and accomplished Train as a team Use the full capacities of your organization

42. Leaders KNOW KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.

43. Leaders DO DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop morale and �spirit� in the organization, train, coach, counsel

44. What you want to be� Motivator Supporter Inspirer Problem-Solver

45. Do We Havea Strategic Plan?

46. s Global Perspective/Visions Government Relationss Development, support of State Associations s Member/Partner Recruitment s Education s Mentoring

47. Contact Information:Catherine R. �Cat� Selman, BSThe Healthcare Communicators, Inc.PO Box 741Madison, MS 39130601-497-9837www.thehealthcarecommunicators.comwww.catselman.com