John Weir – Healthcare Cleaning Professional

Sometimes you are not in a position to give your employees more in terms of tangible rewards. Increases in pay or benefits, for example, may not be possible. But there is no limit to the intangible rewards you can give them. These "psychological paychecks" require little effort and cost the company nothing. They represent an excellent way for you to compensate your people during times of transition and change.

Don’t underestimate the value employees place on simple things such as a word of encouragement or a compliment from you. Give them a listening ear and show empathy. Ask their opinions about things. Call them by name, ask about their family, say thank you when they have the right attitude and effort. Write a short note to the employee expressing appreciation for quality work, initiative, etc. When you hold staff meetings, single out individuals and give them a word of praise or commendation for good job performance.

If you take the time to be nicer, you will energize, and encourage your staff. This has many far reaching benefits, particularly during periods of organizational change. There is a real payoff for you, the employee, and your company.

Janitor’s Song

(Sung to the tune of "I know an old lady who swallowed a fly")

Lyrics by Wayne and Laurel Johnson

I know an ol’ lady

Who cleans at night.

With all her might,

She cleans at night.

But that’s all right!

I know an ol’ lady

Who earns her pay.

That’s the way,

She earns her pay.

But that’s all right!

Chorus:

To earn her pay

She cleans at night.

With all her might,

She cleans at night.

But that’s all right!

I know an ol’ lady

Who scrubs the bowl.

O what a toll,

To scrub the bowl.

But that’s all right!

Chorus:

She scrubs the bowl

To earn her pay.

To earn her pay

She cleans at night.

With all her might,

She cleans at night.

But that’s all right!

I know an ol’ lady

Who wipes the glass.

With a single pass,

She wipes the glass.

But that’s all right!

Chorus:

She wipes the glass

Then scrubs the bowl.

She scrubs the bowl

To earn her pay.

To earn her pay

She cleans at night……..

I know an ol’ lady

Who cleans the sink.

Quick as a wink,

She cleans the sink.

But that’s all right!

Chorus:

She cleans the sink

Then wipes the glass.

She wipes the glass

Then scrubs the bowl.

She scrubs the bowl

To earn her pay……….

I know an ol’ lady

Who mops the floor,

Such a bore,

To mop the floor.

But that’s all right!

Chorus:

She mops the floor

Then cleans the sink.

She cleans the sink

Then wipes the glass…….

I know an ol’ lady

Who washes the wall,

Frame and stall,

She washes the wall.

But that’s all right!

Chorus:

She washes the wall

Then mops the floor.

She mops the floor

Then cleans the sink…..

I know an ol’ lady

Who checks the drain.

What a pain,

To check the drain.

But that’s all right!

Chorus:

She checks the drain

Then washes the wall.

She washes the wall

Then mops the floor……

A critical member of the staff at Scripps Green Hospital in La Jolla California talks about her job and the rewards it offers.

It doesn’t take much skill to spot a problem. The majority of us in Environmental Services can see the obstacles in front of us, yet only a select few see the opportunities. We need to understand the need to stop focusing on problems and look for opportunities to improve our operations.

I have learned to be analytical and persistent in dealing with problems. Defining the issue and seeking out other peoples’ opinions. Many times, I have not understood a situation at first, then while trying to explain my problem to another colleague, some ideas come to mind. Through this process I have come to understand a few simple truths:

Problems are a matter of perspective. Through many difficulties others will often give up. A confident manager will show team members and stakeholders how easy it is to prevail when they try.

Obstacles, setbacks and failures are simply parts of our daily operation. You can’t avoid them, but don’t give in to them either. Focus on possibilities rather than liabilities and push the limits of what you can do. Take what you have and find a way to make it work.

Problems either stop us or stretch us. When it comes to approaching problems, you really have only four choices: flee them, fight them, forget them or face them. Which do you usually do?

Here are a few suggestions to help you become a leader focused on solutions:

Refuse to give up. No problem can withstand sustained troubleshooting. Work with your key team members on the issues and don’t wait until you are too tired or distracted to start.

Rethink your strategy. Albert Einstein once said, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” Think outside the box, break a few rules. Redefine the problem.

Repeat. If at first you don’t succeed, keep at it. Remember your goal is to cultivate a solution oriented attitude within your department.