The questions 1-11 need to be answered with the attached case study
1. Would you let Dr. Rachet identify and set the "measurable criteria for impacts assessment" or would you, as her boss, define those for her?
2. She'll be highly motivated to set the bar low to keep her job so, if you are going to let her be the one to define success criteria, it will be important to ensure that what she defines the improvement she identifies and commits to make will fix things.
3. What did you think of Dr. Rachet violating COVID protocols? Would you terminate her for that after she returns?
4. As a leader, staff will look at how you respond to that and make inferences from what you do (or don’t do) about how much you care about their safety and the safety of patients.
5. As leaders, those we are privileged to lead will look at everything we do, or don’t do, and draw conclusions about motive, intent, and purpose so it is important we ensure we know what inferences could be made and then address those if needed.
6. Does Dr. Ratchet meet any of the criteria for being a toxic leader? If so, which ones?
7. If so, what will you tell her now?
8. What will be your performance improvement plan for Dr. Ratchet? Whatexpectations will you set for Dr. Ratchet? How will you measure progress/improvement?
9. What resources or support might Dr. Ratchet need to assist her?
10. What happens if improvement doesn’t occur: What will be your “trigger points” totake definitive action regarding Dr. Ratchet’s continued employment as your Directorfor Nursing Services?
11. As a leader, what are you going to do about Dr. Ratchet when she returns and why?
1.