Addressing Difficult Co-Workers

Transcription

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2 Addressing Difficult Co-Workers Challenging Yet Necessary Conversations By: Jack Vozar, Studer Group Speaker and Chief Patient Experience Officer, Clear Lake Regional Medical Center

3 Our Objectives... Identify different models for difficult conversations and learn how to select the best approach for a particular situation Select the appropriate approach or model of conversation to have depending on the role and relationship Implement techniques for handling difficult conversations with low performers in a leader-to-employee conversations

4 Tipping Point (We find that ) health professionals who are confident in their ability to communicate with co-workers about concerns experience better patient outcomes, are more satisfied and engaged in their work, and are more committed to staying in their jobs. Maxfield D, Grenny J, McMillan R, et al. Silence Kills,2005

5 Silence Kills A national study of 1,700 nurses, physicians, clinical staff, and administrators concluded that it is common for providers to say nothing when they observe troubling performance by colleagues. 62% of nurses see coworkers taking shortcuts that may endanger patient care, and 48% of nurses believe coworkers show poor clinical judgment; however, fewer than 10% of nurses, physicians, and other clinicians directly confront colleagues about performance concerns. Silence Kills: The Seven Crucial Conversations for Healthcare, 2005, AACN and VitalSmarts

6 Our Mission To provide compassionate care and exceptional service to Every Patient, Every Day. Our Vision To be a world-class hospital Our Values: Teamwork Integrity Communication Ownership Respect Safety 6

7 Communication Through Conversation Type of Conversation Critical Conversations Coaching Conversations Coffee Cup Conversations Awareness / Surveillance Conversations Who Has Them? Anyone has them with anyone to coach on behaviors that were seen or heard about. When you I feel. I would like you to Anyone has them with anyone to note a single noncompliant incident with no coaching. Surveillance and awareness only

8 Critical Conversations When communicating is essential, but not easy

9 Impact Messages Describe the behavior Describe the impact Indicate the desired change Get a commitment

10 Core Version: When you or When I see this happening Describe the behavior; be specific The result is Connect to impact/ quality/safety/purpose I need or I want, would like Clarify expectations Can you commit? Get a commitment

11 For Example When you interrupt me when I m talking The result is that I don t feel as if I ve been able to explain myself adequately I need you to let me finish before you respond Can you commit that you can do this?

12 For Example When you don t wash your hands when entering a patients room. The result is that you have put yourself and the patient in danger. I need for you to focus on washing your hands every time you enter and leave a patients room. Can you commit that you will consistently wash your hands?

13 Cup of Coffee Conversations When communication is brief but impactful

14 Objectives How do I recognize troublesome situations or behaviors? What s the expectation if I observe or experience troublesome behavior in a colleague? Why is it beneficial to bring it to the individual s attention? How do I have a productive and meaningful conversation (Cup of Coffee Conversation) with my coworker?

15 Recognizing Troublesome Behaviors Examples: Abrupt, disrespectful Passive or passive-aggressive Complaining, gossiping Talk about rather than to each other Incongruent words and actions Focus on being right rather than doing what s right Others You know it when you see it

16 If I See/Experience Troublesome Behavior Is it my place, my job, my responsibility to bring it to their attention? Yes we all have the responsibility

17 What is a Cup of Coffee Conversation? Informal conversation in which you bring your observation/experience of troublesome behavior to the awareness of your colleague that s it. Anyone can have the conversation with anyone really! Department, role, position, etc. do not matter. There is no hierarchy.

18 Cup of Coffee Conversation HOW: Before having the conversation: Think about the experience and what you want to communicate - Intent Have the conversation privately Wait until emotion has passed

19 Cup of Coffee Conversation HOW: During the conversation Offer appreciation I value you as a colleague or I appreciate your skill, experience Review what occurred/impact I heard, saw, experienced Be specific Pause Just listen to colleagues views (even if you disagree with the individual) Give reflection opportunity

20 Cup of Coffee Conversation HOW: During the conversation (cont) Empathize (carefully) I understand why you were frustrated and Reminder Your comments/actions didn t come across as professional or left a negative impression Express appreciation/affirmation I care about you and wanted to make sure you were aware your words/actions weren t consistent with our values.

21 How to manage leader-to-employee difficult conversations How to Manage Leader-to-Employee Difficult Conversations

22 Low Performance Conversation Do not start the meeting on a positive note D: Describe what has been observed. E: Evaluate how a standard or policy/procedure was violated. S: Show what needs to be done. K: Know consequences of continued poor performance. Follow up Schedule follow-up conversation immediately within improvement timeframe.

23 What do I need to talk about? Content When you are dealing with a problem for the first time. I need to talk to you about a missed deadline. Pattern When a problem has continued. I don t want to talk about you missing today s deadline. I do want to talk about the pattern that missing deadlines has become frequent for you.

24 What do I need to talk about? Relationship When a pattern is harming your overall relationship, it s the relationship you ll want to discuss. You ve made several commitments to me to keep a deadline and then repeatedly failed to do so. I m beginning to believe I cannot rely upon you, and that is having a negative impact on our relationship and our ability to work together.

25 Distinction 1: Conversation or Confrontation Conversation You are willing to hear and consider their point of view: You use influence Some skepticism is ok You do not have to concede your point of view Willing to expand your perspective Confrontation You are unwilling to consider a point of view other than your own: You use power Typically revolves around a non-negotiable or something you ve declared as an expectation previously

26 Distinction 2: Coaching & Critical Conversations Investment Coaching How can I help you be successful? (we work together) Expectation Coaching Let me clarify. (you need to improve) Corrective Action/ Performance Plan The cumulative conversation 70% of coaching Takes 3-5 minutes More skill, less will 1 or 2 behaviors In the moment Informal Developmental Brief discussion Not documented Also for recognition 20% of coaching Takes 5-15 minutes Less skill, more will 1 behavior focus Planned & scheduled Semi-formal Interventional Planned discussion Noted 10% of coaching Takes minutes Less skill, mostly will 1 or more behaviors Planned & scheduled Formal Evaluative Conducted discussion Fully documented

27 Our Mission To provide compassionate care and exceptional service to Every Patient, Every Day. Our Vision To be a world-class hospital Our Values: Teamwork Integrity Communication Ownership Respect Safety 27

28 Final Thoughts. 28