The Mind-Reading Software is Offline

As I arrived to a new health system, a freshly-hired CIO, I was told by my SVP/HR that the “Great Place To Work (GPTW)” employee-engagement survey was just completed, and the IS Department's scores were...well, not good. The previous CIO had been dispatched for any number of reasons, not the least of which must've been an inability to get the team lined up behind a consistent mission and vision. The GPTW scores (and associated comments) showed real problems throughout the department.

Once I hit the front door, I did what I’ve always done – I got out there. I spent time with the team at the front line. I watched them work. I helped them work. I asked them WHY. And in particular, given the timing, I asked them why they thought the GPTW scores were so low.

And, as I suspected, much of the problem ultimately traced back to crappy communications and massive assumption-making. (You know what they say...ASS of of U and ME... and all that)

One of the biggest pieces of “fake news” I’ve heard from leaders over the course of my career is their belief that the people who work for them (or with them) “should know what I want.” 

To be perfectly fair, maybe at some point, the so-called leader offered some general direction on their vision or intent for the company, or department. And then they assumed that the employee, and all of their work, would automatically align perfectly with where the leader wanted the organization to go. 

When that didn’t happen, the leader grew frustrated with a lack of progress. During the annual-review process, they revealed to the employee that while they’d been working hard, they’d been focusing their efforts on the wrong things.

(I know, you're saying "Holy shit!" under your breath)

Or worse yet, they delayed, delayed, delayed the annual review process – with a resulting delay in an employee’s associated raise or bonus.

("No frickin' way!")

This lack of respect – and have no doubt, that’s exactly what it is – is a morale-crusher.

Not only that, but realistically there should never be a surprise revealed in the annual review – an employee should know exactly what’s coming because of your regular feedback on their contributions, and their willingness to adjust and excel (or not). Ultimately, doing that annual review on time, with no surprises, is one of the most respectful things you can do as a leader.

Now, I know you are reading this and saying, “That’s terrible – I can’t believe anyone would treat their teammates that poorly.”

It is terrible. But I promise you it’s happening in organizations all over the world right now.

Most often, this behavior is covered up with layers of organization waste and expense, often supported by poor organization culture and bureaucracy. So, it’s important to not only check on your direct reports, but everyone in your reporting chain. Are all your leaders holding to the standard YOU have set for your department?

Ultimately, you must be willing to get into the weeds with your team, see their work, and help adjust their direction on a regular basis (NOT just during the annual review). It’s not micromanaging, it’s intelligence gathering and transparency. You’re picking up early indicators of problems and planning ways to overcome them before they’re critical failures. This “weed time” is critical to both their success and YOURS. It’s gives them context. More importantly, it gives YOU context. And it creates a relationship that can’t be developed in any other way.

(And, just as an aside, if you can’t pull off the required annual review, on time, you should probably be fired.)

Here’s my advice: Just when you think you’re doing this well, and you’re certain you have this leadership trait whipped – double-down – don’t take anything for granted. Treasure these relationships. Fight the bureaucracy and the calendar distractions. Go to gemba, see the work, and coach like there’s no tomorrow.

You’ll be rewarded with a respect you’ve earned, from teammates who understand that you want them to be successful in their work, and who trust you’ll do whatever you can to make that success a reality.

And they’ll love that they don’t have to try and read your mind.

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You can always find me at www.drex.io

You can trust a leader who has been in your shoes! Drex DeFord has spent nearly 30 years leading some of the nation’s most respected health systems. As a digital health leader, he works with health systems, vendor-partners, start-ups, and investors, associations, and boards. He understands competing priorities. Strained resources. The pressure to differentiate your services, distinguish your brand, demonstrate value, and the drive to find ways to deliver better, faster, cheaper, safer, easier-to-access care to patients and families. All amid seismic changes in our industry. 

You’re busy. Let drex help. 

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