It’s Not About the Right Now

It is that time of year, when college graduates say goodbye to campus life and hello to the workplace. These young employees have a lot to offer - passion, enthusiasm and an in-depth knowledge of how to operate in a world always connected through the click of a mouse or touch of a finger. 

I am lucky to have several outstanding young folks on my team and they impress me daily. I do think, however, there is a bit of wisdom that those of us who have been out in the workforce for several years—or twenty—can impart to our younger colleagues. And so, I want to take the opportunity in the next few posts to offer some tips for those just starting out in their careers.

I have been fortunate enough to have a nephew with whom I am close. He is a few years out of college and since graduation, he has looked to me for advice and help navigating the workforce. Something I see with him as well as my younger team members is how difficult it is to handle the lack of instant gratification. I do believe in leaders providing feedback in real time but I see this not being sufficient for many millennials. It is the promotion they desire and typically within a very short time frame. 

I think this may be because my nephew and his friends have grown up in a world where many of their needs or desires can be met instantaneously with the click of an app or download. As a result, it can be hard for them to be patient or to take the long view. They often think something is wrong with their performance if they do not immediately receive a promotion or salary increase with each accomplishment.

I often explain to him when he comes to me frustrated with work, that the feedback and the recognition for a job well done will come. It might not come in the moment but if you stay true to showing great work ethic, it will come at one point or another.

It really is simple, the key to success is hard work and showing initiative. You don’t always need to be the smartest person in the room (many times, I certainly am not), but if you show up early, stay late, focus on what needs to get done and determine how you can contribute, you will succeed. Over time, your employer will notice your consistency and your effort. In fact, I am confident that come review time, you will see receive that reward and recognition for all your hard work.

At the end of the day, it is about the work you are doing and the career you are building. It’s a marathon and you are only in the first mile or two. Don’t get distracted by what you need now but rather stay focused on the journey ahead.

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Minor Adjustments

Annual performance reviews are critical to the success of any organization. As part of this process, here are the top things I recommend leaders consider before heading in to meet with a team member.

• Provide the opportunity for team members to reflect on their accomplishments and overall performance over the past year. Start with the team member and have them give an overall summary of their work. You might hear some surprising things and I often find they are more critical of themselves than you could ever be.

• Dedicate time for an interactive conversation about what is working and what could be improved. Always lead with the positive—the things that are going great—and then explore with the team member those items that, if improved, could take their performance to the next level. Remember to make sure it is a two-way conversation and that you are “hearing” them.  Encourage team members to provide constructive feedback on both their department and organization. It is also important to recognize that the annual performance review is not the only time to have these conversations. Leaders should meet with their direct reports on a quarterly basis to review performance as well as solicit feedback. This will ensure that there are no surprises. Let's be honest - no one likes to operate in the gray. When it comes to communication, people appreciate the black and white. Additionally, team members need consistent and frequent feedback to feel empowered, understand where they stand and that they have the tools they need to be successful.

• Make sure that expectations are set from the top down and that every team member has a clear understanding of the organizational strategy and goals. This is critical to success. Spend real time with your team reviewing the strategy for the organization and how their work plays a key role in what you all are trying to accomplish. Whether this is through one on one meetings or a town hall, your team members should possess a 360-degree view of the organization and where they fit in. By doing so, you provide meaning and purpose to each person’s role. And at the end of the day, it takes a team of people working towards a common goal to accomplish something great.  

• Once goals are set, confirm that your team has what it needs to be successful in executing these in the coming year. One of the most important questions you can ask your team members is “what do you need to do your job the best you can and how can I help?”  I am not talking about a salary increase or a corner office (while those might be appropriate at certain times). I am thinking more of those abstract things—like listening, support or training—that, when put into practice, can make a dramatic difference. This also demonstrates that you understand that their success is tied directly to your success as a manager and your ability to lead.

• Take the time to revisit your organizational structure.  I have found this to be an invaluable exercise. I take time each year to tweak our overall organizational structure to make sure that specific responsibilities and tactics are best accomplished by the team to which they have been assigned.  Over the course of a six-week period, I work with my direct reports and their teams to dig deep and assess the work that they are doing. Are they accomplishing the goals they set out to accomplish? And do these goals still clearly align with our overall organizational strategy? As part of this process, I stretch my employees to look both at the work they personally generate as well as the work of their team so that we can continue to come up with ways to be even more intentional, productive and efficient.  Each year, we come out of this process with several adjustments to our organizational structure and tactics that help drive our organization forward.

• Identify team members that have demonstrated leadership and growth potential and determine ways that you can invest in and nurture their skills. One of the real added benefits of this exercise is that it gives me the opportunity to increase the capacity of team members who demonstrate a real potential for leadership and growth. As in any organization, our future success lies in the talent and skill of our team members. By providing additional opportunities for these people, we not only help develop their talents, but we keep them in the organization and happy. 

The performance review period is not the time to annually reinvent the wheel and recast your mission as an organization. It is a period of reflection and to work with team members to make minor adjustment—small, but important, tweaks that will lead to continued growth and productivity. Often, it is those minor little adjustments—like tightening a screw on a wobbly table leg—that can make all the difference.

Continue following along with me both here and on Linkedin.

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Making the Grade

Jupiter Medical Center is a community hospital and as such, our number one priority is the care, health and well-being of the community we serve. However, it’s not just about taking care of the patients that walk through our medical center or come and see us for treatment at one of our urgent cares or satellite facilities. We are also dedicated to providing a host of services to healthy members in our community, including students who attend the high school just down the road from Jupiter Medical Center.

As a father and health care professional, one of the programs that I am most proud to be affiliated with is the Jupiter Medical Center Academy at Jupiter High School. The Medical Academy is a career preparation program for students interested in pursuing a career in health care. Upon completion of the three to four-year program, the students receive an industry certification. Since its inception, hundreds of students have participated, with more than two-thirds ultimately entering the health care field.

Through the program, students have access to hands-on medical equipment, demonstrations and practicums, day-long observations and robust internships at the hospital as well as classes. Many of the students in the program see more medical procedures during their time in high school than most first- and second-year medical students. Students also attend a wide array of field trips. We are currently planning a trip to New York City to observe the staff at one of our partner hospitals - Mount Sinai.

Having students in the building is wonderful for me and my staff. Not only does it remind us of why we chose this profession, but they ask amazing questions. They have also been known to give us an idea or two!

I’m not the only member of my team who gets excited about the program and its eager participants. Nurses, lab technicians, doctors and other medical professionals constantly go above and beyond to mentor students, help with equipment demonstrations and answer questions. Our whole team has truly adopted the program.

Jupiter Medical Center Academy at Jupiter High School is a win-win for us and for our community. The greatest gift we can give our kids is the best education possible, and nurturing the next generation of health care professionals can only make a dramatic and positive impact on our field and community.

As a hospital that puts community above all else, encouraging young people to join us on our journey to achieve health and wellness in our community is the smartest thing we can do. Our goal is to give them an A+ experience and the opportunity to foster their interest in health care. Hopefully we make the grade.

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Ignore the Squeaky Wheel

I often hear friends and colleagues who are managers complain about how much of their daily work day is consumed by difficult employees. Instead of working with their high producing team members to move their company forward, they spend hours upon hours trying to make these squeaky wheels fit into the culture of their particular organization by coaching them to get them to where they need to be.  

I get it. I understand this impulse. As leaders, we believe that our primary responsibility is to solve problems. And at some point, we have all been taught to believe that part of being a good leader is the ability to turn even the most difficult employee into a productive team player. But often, that is just not possible and results in wasted time. And so, I guide my team and those colleagues who seek my advice to ignore the squeaky wheels and start focusing their energy on those who are or who have demonstrated the desire and ability to contribute to our organization.

Think about how much time and energy you spend working with the most demanding employees, fielding complaints from their colleagues, or simply the hours drained while you strategize on how to solve the problems they cause. Now, what if you took that time and devoted it to coaching a team member who has the desire to grow within the organization but needs a bit of guidance? Or perhaps working with one of your stellar team members to help expand their skill set?  I bet you would find that this time is much more likely to result in new and innovative ideas, heightened productivity as well as a more positive and cohesive work place. You are also much more likely to retain the highest performing members of your team, which, in the end, is a cost savings as these individuals are the most expensive to replace.

I know this can be easier said than done, but setting clear expectations with your team and holding them accountable for their actions from the very beginning (and holding yourself to the same standards) will allow you to lead your team as effectively as possible. It will also allow you to develop a more positive and productive work culture and move your organization’s needle forward. And what could be more important?

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