I thought writing about performance standards was a great way to get started in 2014!  Performance standards are really to provide the team with specific performance expectations. They are the observable behaviors and actions which explain how the job is to be done and the results that are expected.  The main purpose of performance standards is to communicate clear expectations.

 The higher the standard the higher the performance!

It is just that simple…right?  Wrong!  Just because you set high standards does not mean you will get better performance.  Doctors and managers often struggle with getting the team to support the practice standards.  Yet they continue to set new and higher standards in hope that they can raise the level of performance in their practice.  Raising the level of performance is really dependent on the following principles.   Here are four principles that will help you nurture a culture of top performers!

The first principle is Leadership. 

Model the waddle you want to see.  In other words walk the walk! If leaders don’t “lead by example,” it is next to impossible to raise the level of performance. How can anyone trust a leader who says one thing, but does another?  We don’t support people we don’t trust.  People will do as you do not as you say.  Everything really does come from the top down. Set standards, don’t allow double standards; live and maintain those standards. If you want your team’s focus to be what’s in the best interests of the patients and the practice, yours must be as well. Actions always speak louder than words. If you say one thing and do another they will start to doubt and be suspicious of everything you tell them. They may lose trust that you’re doing the right thing, or that you even know what you’re doing. They will stop following your lead.  The vision you’re trying to make happen will falter when your team doesn’t trust or respect you anymore resulting in plummeting performance.

The second principle is Precise and Consistent Expectations.

A team meeting setting works best to get everyone on board. Don’t generalize be specific.  Define clearly what you want.  Go deep enough for everyone to understand the who, what, when, where, why and how behind each standard.  What does it mean in words, attitude, actions, body language, and tone of voice?  Discuss any potential obstacles and a plan of action to overcome.  Allow input from the entire team to create immediate ownership.  Once the team has agreed on a standard, title it and print it out as your Standard Operating Procedure (SOP).  A simple 3 ring binder with clear sheet protectors works awesome as an SOP Manual.

The third principle is Accountability Monitoring and Feedback.

Monitor results on a daily basis.  Your daily huddles are what I refer to as accountability meetings.  They allow the team to discuss and get feedback on what is not working or not being done in a real time basis. Utilize a white board to list any reminders that need to be addressed instead of waiting for the team meeting.  The team is responsible to review the white board prior to the huddle.  A white board will help you to communicate effectively even if you have different shifts.  If it is specific to only one or two team members list their name and who to check in with to discuss further.  Otherwise, just list it on the board for everyone.  Monthly team meetings are great to review benchmarks in terms of quality, quantity, or timeliness and give feedback of how the team and practice is doing.

The fourth principle is Commitment.

It is necessary for every team member to commit to supporting the practice standards in attitude, words and actions.  Whenever you are implementing something new or changing an existing standard, system or protocol ask each team member to verbally commit their support in front of the entire team.  (A team meeting setting works great for this as well.)  Sometimes even when you utilize the first three principles; you can’t get that one team member on board.  The reality is they have their own agenda and therefore are unwilling to commit to supporting yours.  Performance standards are based on best practices for the greater good of the patients and the practice and not any individual. If they are only willing to do what they choose and are only concerned about WIIFT it is time to have a line in the sand conversation.  If they want to be a part of the team it is necessary to support the team standards.  Otherwise, wish them well and let them join another team that may be a better fit for their standards.  Yes I know, they may be extremely good at what they do when they want to be.  In most cases they are and will use it as leverage to hold the doctor hostage.  However, if you allow one team member to not support the practice standards you sacrifice the entire teams performance!  The bottom line is that if they are not supporting they are sabotaging the practice.

Embracing these 4 principles will help you raise the level of performance in your practice!

 Contact Judy Kay today if you would like to learn more about how she can help you raise the level of performance in your practice!