Apr 16, 2020
Teams moving to a remote formation is a relatively new part of management. Kristine helps me understand how leaders have to really create and uphold the office's cultural norms. Yes, it's hard but it's an essential responsibility for a manager.
What kind of dynamic comes out when you don't see your coworkers every day? You're all finding out now, aren't you?
We go back to Manager Basics with these concepts:
- Forming, Storming, Norming, and Performing theory
- Fight or flight responses when dealing with bullies
What about patients? How do we keep connected with them? Have you thought about a group Zoom? Not a bad idea! Kristine dropped a line that has stayed with me: the health of your practice is really a reflection of how healthy your patients are. Does that apply in your office? This conversation will make you think!
Contact Kristine here:
Articles we discussed:
Bonuses from Kristine (also downloadable in show notes):
Framework for High Performing Teams
The ingredients come from the research of professionals including: Katzenbach and Smith (The Wisdom of Teams), Hackman and Wageman (A Theory of Team Coaching), Bruce Tuckman’s –Storming, Norming, Performing and Adjoining and Amy Edmondson (Teaming)
As you step into the new month, as a team you’ll take the pulse of where you are on a scale of 1- 10 in each of these six areas:
1. Shared purpose or mission (Your WHY)
What is your purpose? Your mission? Why do you exist? Does everyone hold the same understanding? What does this mean practically for your work? What priorities does your purpose or mission naturally create?
2. Shared behavioral norms
How do you do things? What is acceptable and unacceptable on the team? What behaviors and habits exist? Which ones are supportive of exceptional performance? Which ones aren't?
3. Shared commitment
What are team members committed to? What will you get done, no matter what? Is there anything that needs to be dropped off the list?
4. Shared performance goals
What are key goals for the team this year? What are key individual goals? How do your goals align? Overlap? What does success look like for each member? For the entire team? Does everyone have an understanding of the key goals of others on the team and how they feed into them?
5. Shared team practices
Teams that work together effectively share common practices such as a Monday morning huddle, a Thursday night out or some other regular event. What practices support your relationships?
6. Clear Roles
How do our roles overlap, align and connect? What changes, if any, are needed this year around your roles giving your priorities?”
A quick activity to undertake together is to have some discussion around how you are doing in each of these areas this week, especially if you are now operating in the remote space."
Making it safe-Psychological safety- trust and respect
· It’s not about being nice or about lowering performance standards- instead it allows teams to set high goals and work toward them through respect and collaboration
· Leaders need to be accessible and approachable; acknowledge their current limits, be willing to display fallibility, direct language, set boundaries and hold people accountable
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