Success sometimes depends on where you look.
Results from my survey of 420 healthcare leaders published in the Physician Leadership Journal in March 2016 suggest that relational barriers to improvement are very common but are all too frequently overlooked or inadequately addressed.
(If you wish to read the article, contact me and I will send you a copy.)
Since publication, a follow-up survey of 293 additional healthcare leaders adds to the story.
New data suggests an opportunity for action.
80% of the leaders in the new survey reported their organizations specify norms and values to guide behavior and communication. But, it appears that the norms and values are not used as often as needed--such as to give feedback to address problematic communication getting in the way of collaboration. In these situations, only 10% of the leaders indicated feedback happens very frequently and only 30% of the leaders indicated it happens even half of the time it is needed.
One likely cause is that giving and receiving feedback is quite uncomfortable—even for people with advanced communication skills. It is very easy for anyone, at times, to not take action.
Also, it is quite easy to fall into thinking of norms as correcting “bad” behavior which further inhibits feedback. Stress and complexity will cause everyone at times to act in ways inconsistent with team norms. Feedback is not about scolding bad behavior but giving necessary reminders to help everyone more consistently act at their highest level of relational skills.
How do you move beyond the discomfort of feedback?
You can’t--feedback just is uncomfortable.
But you can decrease discomfort by steady practice. This takes courage, determination, and hard work. You could act now by creating or revisiting norms with teams and protecting time in meetings to review what is and is not working.
Or, more simply, you could start by reading about relational issues (see references below) and reflecting about what you believe makes for good work relationships--i.e. get clear on your own norms. Practice watching for inevitable times you do not act consistently with your own norms. Test giving and receiving feedback with trusted colleagues.
If you find yourself not moving forward, consider getting consultation and coaching. Our task is to keep relational issues from becoming hidden in plain view. Achieving the highest quality of teamwork and the best results are at stake.
Resources for team norms and feedback.
Download pdf
Results from my survey of 420 healthcare leaders published in the Physician Leadership Journal in March 2016 suggest that relational barriers to improvement are very common but are all too frequently overlooked or inadequately addressed.
(If you wish to read the article, contact me and I will send you a copy.)
Since publication, a follow-up survey of 293 additional healthcare leaders adds to the story.
New data suggests an opportunity for action.
80% of the leaders in the new survey reported their organizations specify norms and values to guide behavior and communication. But, it appears that the norms and values are not used as often as needed--such as to give feedback to address problematic communication getting in the way of collaboration. In these situations, only 10% of the leaders indicated feedback happens very frequently and only 30% of the leaders indicated it happens even half of the time it is needed.
One likely cause is that giving and receiving feedback is quite uncomfortable—even for people with advanced communication skills. It is very easy for anyone, at times, to not take action.
Also, it is quite easy to fall into thinking of norms as correcting “bad” behavior which further inhibits feedback. Stress and complexity will cause everyone at times to act in ways inconsistent with team norms. Feedback is not about scolding bad behavior but giving necessary reminders to help everyone more consistently act at their highest level of relational skills.
How do you move beyond the discomfort of feedback?
You can’t--feedback just is uncomfortable.
But you can decrease discomfort by steady practice. This takes courage, determination, and hard work. You could act now by creating or revisiting norms with teams and protecting time in meetings to review what is and is not working.
Or, more simply, you could start by reading about relational issues (see references below) and reflecting about what you believe makes for good work relationships--i.e. get clear on your own norms. Practice watching for inevitable times you do not act consistently with your own norms. Test giving and receiving feedback with trusted colleagues.
If you find yourself not moving forward, consider getting consultation and coaching. Our task is to keep relational issues from becoming hidden in plain view. Achieving the highest quality of teamwork and the best results are at stake.
Resources for team norms and feedback.
- See the articles An easily missed ingredient for high team performance, Teamwork as perpetual feedback, and Vulnerability, results, and leadership.
- An example of team norms can be found in the tool In-the-Moment Reminder for Team Norms for subscribers only—subscribe for free monthly resources at Subscribe.
Download pdf