022 Tools Every Day

Does GiANT work? This is something we hear from potential clients often. It's one thing to learn leadership tools in theory; it's another to put them into practice within a team or organization in an every day work environment. Thousands of companies around the world are doing it every day, so we wanted you to hear from one. 

Our guest is Keith Glover and he is a true people developer who seeks to serve  his people day in and day out and make the culture at AHSG an environment of learning, where everyone is encouraged and equipped to grow. Headquartered in Edmond, Oklahoma and with five offices around the country, AHSG is a nationwide, diversified healthcare staffing platform that serves over 2,500 endpoints across health systems, hospitals, and outpatient clinics in all 50 states.

You can can hear Keith's love and passion for developing his own leadership skills and the leadership of people in his care. Listen as he shares why it's important and the plan forward to help every employee become the healthiest leader that can be. And it has started at the top and is lived out even in the difficult time of the company's journey.

If you would like to ask Keith questions about how he and AHS have integrated the GiANT tools into their culture, feel free to reach out to him on LinkedIn.

You'll hear the practical ways AHS is using GiANT in the next episode, but for now, look what the emplyees are saying about what the content has done for them.

• 93% of the program participants stated that their expectations were exceeded or mostly met.
• 94% were Very Satisfied or Satisfied with the overall program
• Some comments were:
• One positive outcome is being able to understand myself and habits more throughout this experience. I have had some pretty big ah-ha moments throughout the process that have helped me became a more aware leader. Knowing my teams 5 voices has helped tremendously with effective communication.
• It's helped me present myself in a way that is more approachable to my team. To be open to suggestions and be in collaboration to improve outcomes.
• I am more attuned to becoming a liberating leader and the role that challenging my staff must play in that process. Supporting my team comes naturally to me. I'm now actively working to ensure that team members are adequately challenged and can develop and grow more within and beyond their current roles.
• I have connected with other leaders in the organization, outside of my department, where I wouldn't have done that previously. I have recognized the areas I need to improve as a leader and am taking action to work on those. I've had more positive interactions with my employees, and have received positive feedback from them about my leadership!
• I have become more self-aware and self-reflective. I was really impacted by the Developing Others content and realized that I need to be more patient in walking others through new skill-building. Additionally, the support challenge matrix helped me realize that I may be sheltering new peers from challenges and that really robs them of opportunity to grow.
• Helps me better recognize why people communicate the way they do, and how I need to look for the ways other people are motivated/encouraged/discouraged, rather than assuming they think like me.
• The 70/30 principle has profoundly transformed my approach to work. Although I was introduced to it a few years back, a recent podcast on the topic truly reshaped my viewpoint. Now, rather than approaching tasks, I'm less inclined towards (my 30%) with dread, I give myself grace and embrace them with patience and eagerness for the learning opportunity they present. This shift in perspective energizes me rather than sapping my strength. It has also enabled me to guide my team in reevaluating their approaches to daunting tasks. I've become more attuned to assessing my team's workload balance, ensuring it aligns with the 70/30 principle. If/when imbalances arise, we strategize together to restore equilibrium, fostering success and ongoing learning.