Smith H L, Reid R A, Piland N F
Anderson Schools of Management, University of New Mexico, Albuquerque.
Health Care Superv. 1991 Apr;9(3):11-21.
Movers and shakers often demonstrate capabilities that health care managers should recognize before attempting to build productive relationships with them. First, the charisma associated with outstanding leaders is reflected in superior communication skills and presence. Next, a broad experiential base coupled with penetrating analytical skills allows movers and shakers to earn exceptional authority and power. Third, movers and shakers are able to focus on strategic visions. Movers and shakers work through other team members to select and implement solutions that are consistent with organizational mission statements. Fourth, their entrepreneurial mindset enables them to take calculated risks and design creative solutions in response to formidable challenges. Finally, movers and shakers are not reticent to face facts and make tough decisions. Not all movers and shakers possess all of these characteristics equally. Nor are they all concerned about the same issues. As individuals, they bring differing interests and capabilities to health care organizations. Health care managers may strive to cultivate one or more of these characteristics themselves. Self-improvement begins with identifying personal deficiencies and systematically planning to overcome them. Until health care managers mature into movers and shakers, they can coopt the influence and power associated with movers and shakers. By establishing a trusting relationship and using borrowed power constructively, they can earn the respect and confidence of movers and shakers. A third approach promotes power transfer through a continuing viable relationship. Health care managers may need to use some combination of these methods. Additionally, they can consider tailoring various methods into a coordinated strategy. Health care managers have a variety of promising strategies available for building productive relationships with movers and shakers. Pursuit of these strategies may improve personal prospects and promote the achievement of organizational missions and objectives.
有影响力的人物往往展现出一些能力，医疗保健管理者在试图与他们建立富有成效的关系之前应该认识到这些能力。首先，与杰出领导者相关的魅力体现在卓越的沟通技巧和风采上。其次，广泛的经验基础加上敏锐的分析能力使有影响力的人物能够获得非凡的权威和权力。第三，有影响力的人物能够专注于战略愿景。有影响力的人物通过其他团队成员来选择和实施与组织使命声明相一致的解决方案。第四，他们的创业思维使他们能够冒经过计算的风险，并针对严峻挑战设计出创造性的解决方案。最后，有影响力的人物并不忌讳面对事实并做出艰难决策。并非所有有影响力的人物都同样具备所有这些特征。他们也并非都关心相同的问题。作为个体，他们给医疗保健组织带来不同的兴趣和能力。医疗保健管理者自己可能会努力培养这些特征中的一种或多种。自我提升始于识别个人缺陷并系统地规划克服这些缺陷。在医疗保健管理者成长为有影响力的人物之前，他们可以借助有影响力的人物的影响力和权力。通过建立信任关系并建设性地运用借来的权力，他们可以赢得有影响力的人物的尊重和信任。第三种方法是通过持续可行的关系促进权力转移。医疗保健管理者可能需要综合运用这些方法。此外，他们可以考虑将各种方法整合为一个协调的策略。医疗保健管理者有多种有前景的策略可用于与有影响力的人物建立富有成效的关系。追求这些策略可能会改善个人前景，并促进组织使命和目标的实现。
