By Michele Webb
Cancer Registrars are acutely aware of the need for a collaborative workplace because without participation and agreement from their physician, allied health and administrative partners, the goals of the cancer program and the organization could not be carried out.
Collaboration in the workplace emphasizes participatory management and collaborative leadership skills. This approach is in sharp contrast with one-way, autocratic or dictatorial leadership styles that encompass an inclusive style balancing assertiveness (focus on goals or task achievement) with gaining cooperation and commitment to the organization's goals.
Because cancer programs are deeply rooted in standards, practice guidelines and compliance with accreditation and regulatory agencies, it is not uncommon for cancer registry leaders to rely more on their autocratic or dictatorial selves than to practice a collaborative approach. However, collaboration can actually be more powerful and enable the registrar to lead their partners more strongly and quickly toward the desired results. For example, the more rapport a registrar has with the physician staff, the more room there is for intensity and passion in leading them toward the common goals, even if there might be a disagreement about the priorities or methods of carrying out the tasks. This occurs as a result of a more authentic win-win when the other person feels included, consulted and respected.
The cancer registrar can be more directive once they have demonstrated that the physician's, or other individual's views, have been acknowledged. This is a core concept in the psychology of negotiation; each of us will listen better once we are assured that we have been heard. So, the cancer registrar who first listens to their partner, acknowledges what has been said, and then re-frames the problem or task so that it accomplishes the goal of the individual and the organization will be the successful leader.
By listening, asking questions and then re-framing the problem or task, the registrar can take advantage of a very subtle, yet powerful collaborative, exchange with their partners. Effective leaders use this approach not only to draw out the partner's answers but also to use the exchange as an opportunity to learn from the other's insight and experience. This type of partnership brings clarity and focus to the cancer program's activities and goals leading to long-term success for the cancer registrar and all those participating in the program.
Use of collaboration or "emotional intelligence" is a learned skill that makes the Cancer Registrar a stand-out leader. While not all individuals the Cancer Registrar encounters will appreciate collaboration, the Cancer Registrar should capitalize on every opportunity to create a context of a "social environment" allowing for individual differences to be a source of strength and unity rather than stress or conflict.
Cancer Registrars are acutely aware of the need for a collaborative workplace because without participation and agreement from their physician, allied health and administrative partners, the goals of the cancer program and the organization could not be carried out.
Collaboration in the workplace emphasizes participatory management and collaborative leadership skills. This approach is in sharp contrast with one-way, autocratic or dictatorial leadership styles that encompass an inclusive style balancing assertiveness (focus on goals or task achievement) with gaining cooperation and commitment to the organization's goals.
Because cancer programs are deeply rooted in standards, practice guidelines and compliance with accreditation and regulatory agencies, it is not uncommon for cancer registry leaders to rely more on their autocratic or dictatorial selves than to practice a collaborative approach. However, collaboration can actually be more powerful and enable the registrar to lead their partners more strongly and quickly toward the desired results. For example, the more rapport a registrar has with the physician staff, the more room there is for intensity and passion in leading them toward the common goals, even if there might be a disagreement about the priorities or methods of carrying out the tasks. This occurs as a result of a more authentic win-win when the other person feels included, consulted and respected.
The cancer registrar can be more directive once they have demonstrated that the physician's, or other individual's views, have been acknowledged. This is a core concept in the psychology of negotiation; each of us will listen better once we are assured that we have been heard. So, the cancer registrar who first listens to their partner, acknowledges what has been said, and then re-frames the problem or task so that it accomplishes the goal of the individual and the organization will be the successful leader.
By listening, asking questions and then re-framing the problem or task, the registrar can take advantage of a very subtle, yet powerful collaborative, exchange with their partners. Effective leaders use this approach not only to draw out the partner's answers but also to use the exchange as an opportunity to learn from the other's insight and experience. This type of partnership brings clarity and focus to the cancer program's activities and goals leading to long-term success for the cancer registrar and all those participating in the program.
Use of collaboration or "emotional intelligence" is a learned skill that makes the Cancer Registrar a stand-out leader. While not all individuals the Cancer Registrar encounters will appreciate collaboration, the Cancer Registrar should capitalize on every opportunity to create a context of a "social environment" allowing for individual differences to be a source of strength and unity rather than stress or conflict.
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