Be the change that you wish to see.... in your healthcare business meetings Part 2 of 5
Aug 19, 2013
The second in a series, this blog continues our discussion of the 10 traits of leadership behaviors in meetings that can change your organization. In the first blog, we discussed the importance of establishing an interactive format and how to be firm but fair. In this blog, we move on to the next two critical leadership behaviors.
3. Demonstrate you support the right analysis and back-up
As a healthcare leader, you direct your staff in many areas. For example, you may ask physician leaders to initiate a project to implement a care model, starting with orthopedics across your system. Or create a new patient experience model and pilot it at your hospital in the southwest region. When your presenter comes to share plans and strategies for leading, executing, and sustaining this initiative, you have a unique and special opportunity as a leader. All plans or recommendations to be reviewed need to be based on tangible and logical data. Environmental analysis, benchmarking, well-informed assumptions, focus group results, and financial forecasts are examples of what you as a leader should require. It is irrelevant whether you provided the direction to go forward or not; no one's gut feel - neither yours nor your team's - is sufficient to merit acting upon. It may take several meetings of pushing on the team to supply this missing data, but don't give up. After a few of these experiences, organizational behavior will begin to change and a culture shift towards analytical verification should emerge.
4. Acknowledge work well done
While it might seem trite to say "nice job" (or a similar verbal pat on the back) any time the right work is presented, it is actually a fundamental way to help your leaders and teams understand your standards. They need to know specifically the type of work, innovation, communication and vision that you want to see and understand how it will help them work through difficult patches. The acknowledgement needs to be delivered with three unique parts: 1) indicate why it is important, 2) reflect on the impact it makes, and 3) convey how the demonstrated behaviors can be leveraged to move through other difficult areas and that you would like to see more of this level of performance. Word spreads quickly on the kind of work and behavior you are looking for... and breeds more! I strongly encourage leaders to practice this particular behavior before trying it in a meeting. It is harder than it looks to employ, probably because it seems too simple and straightforward. Don't underestimate the impact on the recipient during a meeting when this type of feedback is delivered effectively and sincerely. At that moment, many leaders see the inspiration and motivation they have been eager to drive in their organizations start to take root.
Look for the next blog covering another set of leadership behaviors that can change your organization. Performance Solutions' culture driven performance model can help your organization lead change in this and many other ways.