Mary Johnson Is A New Graduate From An HIT Program And Has J

Mary Johnson Is A New Graduate From An Hit Program And Has Just Recent

Mary Johnson is a new graduate from a Health Information Technology (HIT) program and has recently passed the Registered Health Information Technician (RHIT) credentialing examination. During her academic tenure, she gained practical experience working part-time as a medical coder at a small rural hospital. In addition to her coursework, Mary engaged in extra-curricular professional development activities such as attending AHIMA’s coding webinars and participating in AHIMA’s Engage platform. After her graduation and successful credentialing, she was hired as the full-time coding supervisor at the same hospital. However, she faces challenges in managing her new team due to resentment stemming from her age and perceived rapid advancement. This situation necessitates a strategic approach to leadership, team building, and professional communication to foster a positive work environment and establish her authority effectively.

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Addressing workplace resentment, especially in a hierarchical environment like healthcare, requires a thoughtful and strategic approach. Mary Johnson’s situation exemplifies common challenges faced by newly credentialed professionals taking on leadership roles, particularly when they are young or perceived as having less experience. Her effective response can determine team cohesion, morale, and overall departmental performance.

First and foremost, Mary should focus on building credibility and trust with her team. This can be accomplished through transparent communication, demonstrating her competence, and showing respect for her team members' experience. Recognizing the contributions and expertise of her employees can help diminish resentments rooted in perceptions of her age or rapid progression. She should consider holding individual meetings with team members to understand their perspectives and concerns. During these discussions, she can express her commitment to their professional growth and the shared goals of the department. This personal engagement signals respect and openness, fostering a more collaborative environment (Manning & Curtis, 2020).

Secondly, Mary must demonstrate strong leadership qualities, including decisiveness, consistency, and fairness. By establishing clear expectations, policies, and consistent routines, she can set a professional tone that emphasizes competence over seniority. As a supervisor, her ability to make informed decisions and stand by them builds her authority naturally. Moreover, encouraging team input on workflows and decisions can create a participatory environment, which many employees find motivating and respectful (Gilbert et al., 2019). This participative approach helps counteract feelings of resentment and provides employees with a sense of ownership over their work.

Thirdly, ongoing professional development and visible expertise are critical for her to establish authority. While her formal qualifications are recent, she can demonstrate her knowledge through effective performance and by staying informed on current coding standards and healthcare regulations. Attending and sharing insights from industry webinars, conferences, and other educational forums can strengthen her professional image. Additionally, mentoring team members and providing opportunities for them to develop their skills can shift perceptions from resentment to mutual growth and support (Holmes et al., 2020).

Furthermore, Mary should foster a positive team culture based on mutual respect, recognition, and open communication. Celebrating team successes, acknowledging individual contributions, and providing constructive feedback can enhance morale and solidarity. As she gains trust, her authority will be naturally reinforced, and the team will be more receptive to her leadership (Goleman, 2017). Creating opportunities for team-building activities outside of work can also help break down barriers and build camaraderie, which is vital for overcoming resentment rooted in age or perceived inexperience.

In addition to interpersonal strategies, Mary might consider formal leadership development programs offered by professional organizations like AHIMA or healthcare management institutes. Such training can bolster her leadership skills, provide new insights into managing diverse teams, and demonstrate her commitment to her professional role. This continuous improvement approach not only adds to her credibility but also signals her dedication to ethical and effective management (Cummings & Worley, 2018).

Finally, it’s important for Mary to remain patient and resilient. Changing team dynamics and perceptions takes time, especially when ingrained stereotypes or biases are involved. Consistent demonstration of professionalism, competence, and respect will gradually shift perceptions. Seeking mentorship from experienced managers and participating in peer support networks can provide guidance and reinforcement during this transition (Northouse, 2018).

In summary, Mary Johnson can handle the resentment by establishing credibility through transparent communication, demonstrating leadership qualities, investing in ongoing professional development, fostering a positive team culture, and practicing patience. By focusing on mutual respect and shared goals, she can transform her team’s perceptions and cultivate an environment of collaboration and professionalism. These strategies will not only improve team dynamics but also set a foundation for her growth as a healthcare leader.

References

• Cummings, T. G., & Worley, C. G. (2018). Organization Development and Change. Cengage Learning.
• Goleman, D. (2017). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Gilbert, S., Hartline, E., & Petty, M. (2019). Leadership styles and their impact on healthcare teams. Journal of Healthcare Management, 64(4), 272–284.
• Holmes, D., Johnson, J., & Murray, E. (2020). Mentoring strategies for emerging healthcare leaders. Journal of Healthcare Leadership, 12, 55–65.
• Manning, S., & Curtis, J. (2020). Building trust in healthcare teams: Strategies and best practices. Health Administration Press.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.