Balancing Act

It is an exciting time in my trajectory here at Tampa General Hospital. We are in the process of finalizing our new five-year organizational strategic plan (more about that in a future post). After six months on the ground here at TGH and working with my team through the planning process, although I am still learning, I have gotten a good understanding of the organization—its strengths, its areas of opportunity and the places in which we can grow and do better.

My team and I have worked hard to set a vision for the future and define our organizational priorities moving forward. There is a lot of great work ahead—much of it exciting, all of it critical. But let’s face it, change is difficult and it can take a little time for people to get on board. As a result, I have been thinking a great deal about how to balance organizational priorities with winning the hearts and minds of team members. How do you find balance and acceptance with your team while still moving these important initiatives ahead?

I’ve thought about this question a lot throughout my current role, and believe there are three key elements critical to success in this arena:

Be transparent. At every opportunity, reiterate to fellow team members where you are going, what decisions are on the table and the potential impact of those decisions on them and the organization.  Team members want to feel like they have a clear picture on what is happening within the organization. It makes them feel more comfortable and confident in their own performance and willing to accept change and embrace new opportunities.

Communicate with clarity and consistency. It is important to let folks know the why and how of key decisions. When you walk them through your thought process you will show them that your decision wasn’t made in a vacuum and is absent of “political influence.”  You will also help to promote “buy in” and continue to build a trust that is critical in your ongoing relationship.

Encourage thoughts, feedback and diverse perspectives. Team members want and need to be heard. It’s important to find space to allow them to voice their thoughts and opinions. I’m not advocating holding a session where they can simply complain—that is completely unproductive. Instead, during each interaction, ask them to offer their perspective. Not only will this create buy in, it enables them to raise a concern or new idea.  And while it is important that they know the decision ultimately stops with you, allowing them to voice their thoughts and concerns and know that you are listening, will go a long way.

Organizational growth and change is both exciting and critical. But it can also be challenging and uncertain. For those in leadership positions, the best way to navigate and implement new ideas and realign priorities is with a clear and inclusive voice that generates excitement and buy in, while mitigating fear and negativity. It is a balancing act for sure. But when you can strike the right balance, you and your team can move forward with the good work ahead.