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By Michele, on March 18th, 2011% Click here to watch a short video on this same topic
There are few things that we can be certain of in life today: death, taxes, and change. And, the rate of change is speeding up – and rapidly.
In a recent article, Darren Hardy, publisher of SUCCESS Magazine, noted that by 1900 it took 150 years to double all human knowledge. Today, it doubles every one to two years and, by the year 2020 knowledge will double every 72 days! Just imagine our lives where information and knowledge doubles every 2.5 months. While Hardy is referencing a global knowledge base, healthcare is also impacted by the rapid explosion of personalized medicine, genetics and vaccines that is also growing at a comparable and astounding rate.
Cancer Registrars are profoundly impacted by knowledge doubling and keeping pace with change has already impacted cancer registration in 2010. This speed of change demands that the cancer registrar develops the mindset and skills to rapidly adapt to change by participating in constant continuing education and professional upgrading. In fact, keeping one’s cancer registry certification (or CTR) means school is never really over.
 Today, Cancer Registrars must develop expertise in human capital, not just reimbursement or payer habits; master emotional intelligence, not just business competence; know how to collaborate, not just control; lead their healthcare partners through networks, not hierarchies; and align people through meaning and purpose, not reports and spreadsheets. The most successful cancer registrars will rely more on emotional and relational aptitude rather than technical, financial or even clinical expertise. Emotional aptitude is expressed as self-awareness, self-confidence, self-management, ability to motivate oneself and others, and empathy. Relational aptitude and skills are demonstrated by an ability to communicate, manage time, networking, team-building AND meeting the need and wants of people you interact with, and depend on, to perform your work.
Ultimately, the cancer registrars who succeed in the next decade will be those who can adopt a continual professional upgrading program that includes clinical, relational and emotional skill sets AND develop leadership in others. Cancer Registry leadership is not about getting others to agree with you or to follow you, but rather building leadership in everyone around you. Cancer Registrars will do this by developing the mindset, emotional intelligence, and skill sets so everyone can lead themselves in this constantly changing environment, thus aligning and leading all healthcare partners and organizations to achieving their greater goals.
So, it all comes down to this. The cancer registry leaders of the next decade will be those individuals who can develop leaders and serve the needs of their healthcare partners and organizations the fastest. Where will you be in the next decade? Lagging behind or keeping pace?
LEAVE A REPLY BELOW: What will you be doing to keep pace as a cancer registry leader in the next decade?
Michele Webb creator of the only monthly, online cancer registrar continuing education program, http://www.RegistryMindset.com, is a nationally recognized, certified cancer registrar, committed to Cancer Registry leadership and professional education as a coach, mentor, motivational speaker and author. You have permission to repost this article as long as do not alter it in any way and give a link back and credit to the author on this website.
By Michele, on March 16th, 2011%  “Nobody can go back and start a
new beginning, but anyone can
start today and make a new ending.”
~ Maria Robinson
By Michele, on March 10th, 2011% “Serious people know we are supposed to imagine what could go wrong with our projects. That way we can plan for complications. We can fix weak spots before they result in horribly overvalued deals, delayed product launches, military campaigns gone awry, etc.
But sometimes we go too far in that direction. We spend so much time thinking through what can go wrong that we fail to spend an equal number of our 168 hours imagining what can go right. This pessimism makes us unable to see the chance opportunities that psychologists find are key to making our own luck.
The key is to strike the right balance. If you’re a glass half empty type, here are a few questions to start thinking on the bright side.
- If the CEO of your company called you into her office tomorrow and said she was so impressed with your work that she wanted to put you in charge of your dream project, what you would ask for?
- If you got an unexpected $10,000 tax refund check, what would you do with it?
- An editor says she’d like to meet to discuss book ideas; a TV producer wants to discuss pilots. What would you pitch?
- A non-profit you admire asks your advice on how best to use a $100,000 grant. What would you suggest?
- You and a colleague always joke that you should start a business together. She calls on the weekend because she just got a rather large inheritance and wants to talk ideas. What kind of business would you like to start?
- Your dream client sits next to you on a cross-country flight. What would you say?
Most likely these scenarios will never happen. But thinking about them is productive anyway. Figuring out what you’d tell the CEO helps you imagine the best direction for your career. Asking what you’d do with found money helps clarify your financial priorities. And sometimes fantasizing helps you get through tough patches, envisioning a future that inspires you to work toward a better life. If you ask me, that’s time well spent.
What’s been your most productive fantasy?”
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Author: Laura Vanderkam, author of 168 Hours: You Have More Time Than You Think
Source: http://www.bnet.com/blog/time-management/how-daydreams-improve-productivity/328?tag=mantle_skin;content
By Michele, on February 14th, 2011% Click here to watch a short video on this same subject.
One of Emeril’s trademarks is when he uses his special blend of spices to inject flavor and pizzazz into his food. But, have you considered putting the BAAM back into your work? No matter how fulfilling your work as a cancer registrar might be, putting the passion and excitement into the day-to-day work will require regular sprucing up.
While there is no one-size-fits-all approach to putting the BAAM back into your life, here are six things you can do to get started.
Do something bold. Look at your work and department and identify one process that can be improved upon. Propose a bold new idea that will make a difference to your cancer program. Change a policy or workplace process to be more productive or, heaven forbid – fun!
Become a mentor. Developing personal relationships makes your work more meaningful. Use the wealth of experience and knowledge you have gained in the cancer registry to help a student or a new cancer registrar. Sharing your expertise will validate those years of hard work.
Reset your attitude. Are you looking at the cancer registry future with a glass-half-empty kind of perspective? Perhaps you think your job, or the future of cancer registrars is bleak. Look at it another way: even if you were chief widget maker your job would have value. As a cancer registrar you ensure that hospitals, physicians, administrators and researchers have the data they need to best treat cancer patients.
Look for outside inspiration. There is far more to life than your work. Find a new hobby, resurrect an old one, volunteer for a cause you believe in, or sign up for a community “go green” activity. Being part of something beyond yourself brings clarity and purpose to your life.
Focus on the positive, eliminate the negative. Look for the good in the people in your cancer program. Give earned compliments and praise freely. Replace “I can’t…we can’t…” with “How can I help…or Let me figure out how we can make that happen.”
Reconnect with your faith. You may be surprised at how many high profile people and celebrities find that religious faith adds purpose and meaning to their lives. They believe that they are God’s instrument and that they find purpose in doing His work through them here on earth. Even atheists or those just exploring their spirituality can find faith to be a powerful motivator.
Most important, if you are looking to put the passion and excitement back into your cancer registry work you will find that it does get better if you put a little thought into it. Explore these six areas of your life on a regular basis and you will likely improve your impression of the world around you and find yourself living a happier, healthier, more fulfilled life as a cancer registry leader.
TELL US: How do you put the BAAM! into your day? How do you help your coworkers or fellow cancer registrars to reconnect with their passion for this work?
http://www.RegistryMindset.com. Michele Webb CTR is, a nationally recognized, certified cancer registrar, committed to Cancer Registry leadership and professional education as a coach, mentor, motivational speaker, and author. You have permission to repost this article as long as you do not alter it in any way and give a link back and credit to the author on this website.
By Michele, on January 30th, 2011% (Written by Sharlyn Lauby, HR Bartender and published on March 4, 2010)
There’s a quote by Margaret Thatcher that says, “Power is like being a lady…if you have to tell people you are, you aren’t.” Personally, I find the study of power fascinating. Dictionary.com defines power as “a person or thing that possesses or exercises authority or influence”. So in essence when we use power; we’re utilizing our authority to get something.
Everyone has power. Everyone. And, I don’t believe that power is a bad thing. The issue becomes what kind of power a person has and how someone uses that power. Here are some of the common types of power found in the workplace.
- Coercive power is associated with people who are in a position to punish others. People fear the consequences of not doing what has been asked of them.
- Connection power is based upon who you know. This person knows, and has the ear of, other powerful people within the organization.
- Expert power comes from a person’s expertise (duh!). This is commonly a person with an acclaimed skill or accomplishment.
- A person who has access to valuable or important information possesses informational power.
- Legitimate power comes from the position a person holds. This is related to a person’s title and job responsibilities. You might also hear this referred to as positional power.
- Reward power is based upon a person’s ability to bestow rewards. Those rewards might come in the form of job assignments, schedules, pay or benefits.
Now, stop being modest and thinking to yourself…I don’t have any power. As you can see, there are lots of different ways power can manifest itself. And for that reason, it’s important to realize that power exists in all of us. It’s also possible that you have different kinds of power with different groups or situations.
Now, the two biggest mistakes I see with people’s use of power revolve around (1) trying to use power they don’t have and (2) using the wrong kind of power to achieve results.
To help you identify your ‘power zone’, take a moment and think about how you try to influence action from others. You could use the descriptions above as a pseudo self-assessment. Rate yourself on a scale of 1-5 in each of the different kinds of power. With 1 being not at all characteristic of you and 5 being quite characteristic.
This can be a (sorry for the pun) powerful exercise. If you’re honest with yourself, I hope you’ll find the results helpful. Not only for the way you tend to use power but in the way others use power with you.
(RegistryMindset would like to thank Sharlyn Lauby and her blog, HR Bartender, for sharing with us her excellent content and thoughts!)
By Michele, on January 26th, 2011% “The quest for perfection and certainty is one of the greatest stumbling blocks our profession faces. Too many learning leaders are paralyzed because they don’t want to make a decision without perfect information and without diligently addressing all the uncertainties and possible outcomes. My advice: “Just do it.”
OK, let’s back up a minute. Of course, you need some information. You need enough to make a good decision. So yes, gather the required intelligence, do some benchmarking, perhaps even hire a consultant to help. There comes a time, however, where a good leader will say “We now have enough information to make the decision and here is what we are going to do.” Could that decision be wrong? Of course. Will spending the next year gathering more data and hiring another consultant guarantee the decision will be right? No.
There are no guarantees in the learning field or in any field. Leaders always make decisions based on imperfect, incomplete and often contradictory information. Welcome to the real world! So make the decision and see what happens. You will learn from the implementation and the execution. Make adjustments as you go based on what you learn. The important thing is that you are moving ahead.
Although this issue confronts all leaders, it may be that learning leaders in particular struggle because many have not had the experience of running a business, where they were forced to make decisions under uncertainty and with incomplete information. Experience also means you will have been wrong before and yet lived to tell about it. The world did not end. You made adjustments and moved on. It really does get easier with experience.
So, next time you have to make a major decision, decide how much information is really needed to make a good one, and when you have it, make the decision. If you hear yourself saying “We are almost there” or “We need to study it just a little bit more” month after month, then you are probably procrastinating. Stop waiting for perfection and certainty – they do not exist. It is time to “just do it.””
(This post re-posted from Chief Learning Officer and was written by David Vance, published January 24, 2010). Registry Mindset wishes to thank the author and Chief Learning Officer for their great material and insight!
By Michele, on January 24th, 2011% In 2010 sweeping changes were launched that are pushing cancer registrars to their limits and beyond. Undeniably it is the pace in which science and clinical medicine is changing that drives how cancer registrars need to work to keep pace and deliver the data and value to their healthcare teams. In a recent Journal of AHIMA article, Laura Vondenhueval, RHIT, CTR, said it best, “This is a massive change. It is a new way to look at how we are gathering our data.”
It is obvious that cancer registrars need to learn how to work in an environment where change is no longer the exception, but the norm. In the past we used to have long periods of stability with intermittent periods of change. Today, we need to shift our mindset and accept that we will now have almost constant change with intermittent periods of stability. Here are some common challenges cancer registrars face with constant change.
Challenge #1
Before the 2010 changes were introduced we thought that this was just a phase that healthcare was going through, and after a very brief period of adaptation, everything would revert to normal and we could go back to enjoying a long period of stability. Here’s a reality check, it’s not going to be that way any more because it’s not just a phase. Healthcare providers and standard-setters are expecting more from cancer registrars and are telling us that they are willing to make adjustments in their workforce if cancer registrars cannot change their thought processes or do their work differently. It’s not about workforce reductions, it is all about changing how we think about and do our work day to day.
Challenge #2
Today, when we do hit those infrequent moments of stability, we think that we have time to relax and enjoy the moment. In the past we focused on simply enduring the turbulence so that we could return to the comfort of stability. In order to succeed with today’s changes we must take advantage of the quiet, stable moments and use them as a “launching pad” to prepare for managing the next wave of change. During these moments of stability we should be thinking about what our healthcare teams and standard-setters will need from us in the short- and long-term future as well as what the new requirements might be. Look at the industry and investigate how to position yourself more competitively so you are prepared when the changes inevitably come.
Challenge #3
Some cancer registrars may have developed an attachment to stability and focused their energy on creating and sustaining it in the workplace. The hardest challenge of all will be to lose our attachments to stability. The cancer registrar needs to embrace change and harness its power and seek out new opportunities that change brings to us. Before 2010 we worked hard to get over change so we could relax; now we need to work hard at change so we can work hard at more change. Registrars who choose to play the role of the victim can ignore change and how to deal with it, but by the time they are in a position to do something about it they will have lost the opportunity to prepare for it, and likely their “edge” and career success as well.
So, what’s the solution?
First, make it OK to deal with change. Accept where we are and what we as cancer registrars need to deal with. Stop making judgments about change being necessary or unnecessary, good or bad, justified or not justified. Change does not have to control the reality of our situation or our ability to manage it or serve our teams.
Second, create a “safe” environment for yourself and other cancer registrars to deal with the change. Break the changes down into manageable chunks and begin to take action on small pieces of it. Start small and build from each successful step. Encourage and allow your staff and peers to take risks by coming up with new ideas and solutions to changing how we do our work. Provide a lot of encouragement and support to one another by building a solid support network and then by using it by tapping into its resources.
Third, if you, or some of your peers or co-workers tend to identify with the victim, set up some accountability and support for each other. Discuss the expectations and if necessary create workplace agreements and identify ways to interact and help one another so that each cancer registrar, whether they are local, regional, statewide or even nationally, can encourage you and other members of your network.
Fourth, begin a process of constant acknowledgement, support and challenge for cancer registrars. Be careful to not perpetuate the old paradigm of sitting back on your laurels during a stable period. Acknowledge people for managing the current change and encourage all to begin talking about and planning for new, incoming changes. When people get discouraged, provide support, acknowledge their success, and then present them with new challenges for growth.
Change is not new to cancer registrars, nor will it ever cease. Continual learning and enhancing the data that we collect to keep pace with medicine and science is driving the need for cancer registrars to develop new ways of thinking and doing their work. Periods of stability with intermittent change are now the old paradigm. Today, we must work hard to manage change in order to look ahead and be prepared for more change. Cancer Registrars cannot do this alone, they must develop a strong network of their peers for support, accountability and positive acknowledgement of their role in the fight against cancer.
IF YOU HAVE FOUND WAYS TO MANAGE THE 2010 CHANGES AND KEEP YOUR SANITY….POST A COMMENT BELOW. QUESTION: HOW CAN REGISTRARS HELP ONE ANOTHER THINK & DO DIFFERENTLY?
http://www.CancerRegistrar.com. Michele Webb is a nationally recognized, certified cancer registrar (CTR) committed to Cancer Registry leadership and professional development. She helps cancer registrars worldwide as a coach, mentor, educator, motivational speaker, and author. You have permission to repost this article as long as you do not alter it in any way, give credit to the author and link back to her website.
By Michele, on January 16th, 2011% Automatic negative thoughts, or ANTs, are thoughts that come into our mind automatically and ruin our day or send us into a negative tailspin. Dr. Daniel Aman, who developed the concept, talks of the destructive power of negative thoughts and how they alter the physical and chemical composition of our brains and literally destroy our mental and physical health.
We should not believe every negative thought we have because our thoughts lie to us all the time! It is our uninvestigated thoughts that turn us into mental midgets, make us sad or anxious, and erode our abilities as a Cancer Registrar.
 Our success as a Cancer Registrar depends on how we manage our thoughts and mindset. ANTs may attempt to invade our mind, but through proper care and maintenance of our physical and mental health we can avoid disaster by managing the thought appropriately and “killing” the ANTs.
Whenever you feel a negative or out-of-control thought, or have thoughts that are bothering you or making it hard to focus, Dr. Aman gives four questions to ask yourself:
- Is the thought true? Is the thought that is upsetting me really true?
- Can I know absolutely for sure that the thought is true?
- When I believe in the negative thought, how does it make me feel? (physically, emotionally and spiritually)
- Who would I be, or how would I feel, without the thought?
Work through the four questions then turn the original thought around to its opposite and ask yourself the same four questions. Is the opposite thought upsetting to you or true? You may be surprised at what you learn through this simple exercise.
Here’s an example of an upsetting thought: “My hospital does not care about my work as a Cancer Registrar.”
- Is it true? Of course not, you do have some control.
- Can I absolutely know that this thought is true? No.
- How do I feel when I believe the negative thought? Weak, inferior, sad, anxious, out of control, or worn out.
- Who would I be, or how would I feel, without the thought? Free to be in control and to be the best Cancer Registrar I can be.
Now, take that negative thought and turn it around to its opposite and ask yourself if the opposite of the upsetting thought is true? I have complete control over my skills and quite a bit of control in how others perceive my value and contribution as a Cancer Registrar.
How will you use this technique to “kill ANTs?” What ANTs have invaded your mind today and how did you handle them? Post your response as a COMMENT below.
http://www.RegistryMindset.com. Michele Webb is a nationally recognized, certified cancer registrar (CTR) committed to Cancer Registry leadership and professional development worldwide as a coach, mentor, educator, motivational speaker, and author. You have permission to repost this article as long as you do not alter it in any way, give credit to the author and link back to this website.
By Michele, on January 10th, 2011% (Part Five of our series titled “Agility Training for Cancer Registrars”)
Every business today is about relationships, including cancer registry. The quality and impact of your work, and the success of your cancer registry, depends on your relationships. As a Cancer Registrar you are facing new challenges in terms of reporting standards and data quality. As professionals it is important that you shake things up to stay fresh and viable in the business by reinventing yourself and your relationships. Cancer Registrars must figure out the next chapter in their lives, despite ever-changing requirements, economic struggles or organizational cutbacks. Standing still is not an option because if you are not growing, you are becoming stagnant or even dying professionally.
So, you’re probably asking yourself why you need to reinvent your relationships. As healthcare business changes, as the cancer registry operations change, so should you as a professional and now is the perfect time to get started. It’s time to re-evaluate your life and work and to objectively assess where you are now and where you are headed. And, since you’re starting over, dream big and bold!
Use these eight questions to evaluate where your situation and to take action to ensure that your career and professional success keep pace with cancer healthcare. In fact, use these questions with your staff or co-workers to align yourselves for even greater success.
- What fundamental activities or aspects about your work is important to you? Why?
- What is your mission in life and as a cancer registrar?
- What is your philosophy in life and as a cancer registrar?
- To find your passion, think back to a time when you were operating “in the zone.” What were you doing to get to that place in your life?
- Look at the people in your circle of influence, are they helping or hindering you? What, or whom, do you need to add to your circle of influence?
- Look ahead three years, where would you like to be in your professional life? What would your ideal cancer registry career look like? Then, frame your responses in the form of professional goals.
- Ask yourself, if you are sitting here in this same spot three years from now, what would have to happen for you to feel fulfilled and content with your work?
- Look at the cancer registry masters who have accomplished what you are trying to achieve, what strategies did they use? How can those strategies work for you?
If you honestly answer these questions you will have a good framework and idea of what your professional life should look like. Take each response and form it into a step, activity or goal that you need to accomplish. Always keep the end goal or picture in your mind and then work backwards to create an action list to get to your goal.
Reinventing yourself is hard work and reinventing relationships will require patience, thought and planning. However, if you choose not to do this you will likely be left behind or miss out on the success and professional recognition you deserve. Always keep your eye on the end goal and “prize.” Take responsibility for how your interactions at work impact others and the healthcare business. Make a commitment to take your work to a higher level and one that is dedicated to serving the needs of your organization, your professional community, and the customers they serve. Capitalize on the value that cancer registrars and the healthcare team brings to their work and find new or different ways to collaborate and serve the needs of others. This kind of focus will ensure that your business relationships remain fresh and productive and that you, as a cancer registrar, achieve success.
What are you doing to reinvent your business relationships? Post a comment below to tell us what ONE thing you have done that has made a positive difference in your work and life.
http://www.RegistryMindset.com. Michele Webb is a nationally recognized, certified cancer registrar (CTR) who is committed to Cancer Registry leadership and professional growth. She helps cancer registrars around the world as a motivational speaker, author, and educator. You have permission to repost this article as long as you do not alter it in any way, give credit to the author and link back to her website.
By Michele, on January 9th, 2011% 
“You can learn new things at any time in your life
if you are willing to be a beginner. If you actually
learn to like being a beginner, the whole world opens
up to you.” ~ Barbara Sher
(image from http://www.endemicworld.com/can-of-inspiration.html)
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Today, Cancer Registrars must develop expertise in human capital, not just reimbursement or payer habits; master emotional intelligence, not just business competence; know how to collaborate, not just control; lead their healthcare partners through networks, not hierarchies; and align people through meaning and purpose, not reports and spreadsheets. The most successful cancer registrars will rely more on emotional and relational aptitude rather than technical, financial or even clinical expertise. Emotional aptitude is expressed as self-awareness, self-confidence, self-management, ability to motivate oneself and others, and empathy. Relational aptitude and skills are demonstrated by an ability to communicate, manage time, networking, team-building AND meeting the need and wants of people you interact with, and depend on, to perform your work. 
