Assignment: Cores Of Credibility

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Assignment: Cores Of Credibility

Assignment: Cores Of Credibility

Hi, need 2-3 paragraph, please address all questions carefully:

Elaine has worked in the IMCU of a community hospital for 11 years. She is one of the best nurses, and serves as a preceptor and a resource for other nurses on the unit. Elaine has made numerous contributions to the unit. She has presented training classes, in-services, and booklets. Elaine has been the day shift charge nurse for 5 years.

In January, the unit manager decided to retire. The IMCU manager position was posted. A very unpopular nurse from another unit bid on the position, as well as a nurse from another hospital. The staff has approached Elaine, imploring her to bid for the job. They tell her she will be a terrific manager, and they all love her. Elaine is very happy with her job, but she knows that things will change with a new manager.

After serious deliberation, Elaine bids on the position. Her qualifications are undisputable, and she is offered the position. She is warned, however, that her relationship with her co-workers will not be the same. She has long been a leader, but she must now see herself as a manager. Try to imagine that you are Elaine:

1-What steps will you take to initiate this change?

2-How will you establish your new position with the staff?

3-What type of management/leadership style would you employ?

4-How do the “Cores of Credibility” apply to your new role?

Your response should consist of complete sentences and should be at least one complete paragraph, but it should be no more than three paragraphs in length.

Character and competence are two factors that influence trust. 
Integrity, motive, and intent with people are all aspects of character. 
Your qualities, skills, results, and track record all contribute to your competence.
The good news is that we can improve our credibility quickly if we grasp the four major characteristics or “cores” that are essential. 
Two of these cores are concerned with character, while the other two are concerned with competence.
Integrity is the first core value.
Integrity is the root of the tree, to use metaphor. 
It is absolutely crucial to the feeding, strength, stability, and growth of the entire tree, despite the fact that it is underground and not visible most of the time.
We’ve all seen people with tremendous skill, outstanding outcomes, and even wonderful intentions who, unfortunately, go about their business in an unethical or unprincipled manner. 
It’s case of “the purpose justifies the means.”
To have integrity alone – without the other three Cores – is to be “good guy,” possibly even completely honest person, who is essentially useless.
To the majority of people, integrity entails stating the truth and making good impression. 
Congruence, humility, and courage are at least three other virtues.
So, what can we do to improve our integrity?
Make promises to yourself and keep them.
Make statement about something.
Be receptive.
Intent is the second core.
Intent is described as “plan” or “purpose” in the dictionary. 
There would be no discussion of intent without mentioning three things: motive, agenda, and behavior.
Motive is your reason for doing anything, and real concern for individuals, purposes, and society as whole inspires the most trust.
Motive is the source of agenda. 
It’s what you’re planning to do or promote as result of your motivation. 
Seeking mutual benefit, realizing that life is interrelated, and seeking solutions that develop trust and benefit for all is the intent that inspires the most trust.
Typically, behavior is the outward embodiment of person’s motives and goals. 
Acting in the best interests of others is the most credible and trust-inspiring behavior. 
This is the point at when the rubber meets the road. 
It’s simple to say things like “I care” and “I want you to win,” but our actions show whether or not we mean it.
The message transmitted by behavior in many organizations is not “we care,” but rather “you’re expendable.” 
It’s crucial to remember that negative behavior can occasionally be the result of poor implementation of good intentions.
Examine and recast your motivations. 
It’s human nature to believe we have good – or at the very least justifiable – intentions.
Declare what you want to achieve. 
It indicates your behavior and informs others of what to look for so that they can recognize it when they see it.
Choose abundance over scarcity. 
There is enough for everyone in abundance. 
Scarcity, on the other hand, implies that there is only so much of anything to go around, and if you get it, won’t.
Role models, intelligent thought leaders, and practitioners serve as strong reminders that we can make difference in even the most serious, personal, character-based challenges that threaten our credibility, which is prerequisite for trust.
Capabilities are the third core.
Capabilities, in the metaphor of tree, are the branches that create the fruits or results. 
Capabilities are especially important in today’s dynamic economy, as technology and globalisation are rapidly outdating skill sets.
The abbreviation TASKS is one approach to think about the numerous dimensions of capabilities (Talents, Attitudes, Skills, Knowledge, Style).
Our natural abilities and qualities are referred to as talents. 
Our paradigms – or ways of seeing – as well as our ways of being are represented by our attitudes. 
Our proficiencies, or the things we can perform well, are referred to as skills. 
Our learning, insight, comprehension, and awareness are all represented by knowledge. 
Our attitude and personality are reflected in our style.
The goal is to build our TASKS and to achieve the best possible alignment between our inherent abilities, passions, skills, knowledge, and style, as well as the potential to earn, contribute, and make difference.
Increasing capacities to improve credibility:
Make the most of your abilities.
Maintain your relevance.
Make sure you know where you’re heading.
Results (Core 4)
It’s all about the outcomes! 
They have an impact on your credibility. 
Having results, in the words of Jack Welch, is like having “performance chits” on the table. 
They give you influence.
Returning to the tree metaphor, the fruits are the final goal and product of the roots, trunk, and branches — the real, quantifiable end product.
People evaluate results using three main indicators: past performance, current performance, and expected future performance.
Given the importance of results in generating confidence and trust, the question is: How can we improve our results?
Accept responsibility for the outcomes.
Expect to succeed.
Make strong finish.
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