Beyond Lean: Cultivating High-performing Healthcare Teams for Sustainable Advancement
For decades, I’ve dedicated my career to the pursuit of better healthcare through the application of Lean methodologies and the fostering of cultures deeply rooted in continuous improvement and strategic, long-range planning. I’ve immersed myself in countless training programs focused on building high-performance teams and achieving consensus around critical clinical objectives. What I’ve consistently observed is that while the tools of improvement are valuable, the human element is paramount.
The impact of a truly engaged, well-supported team can be transformative. I’ve witnessed firsthand how teams,empowered by these principles,consistently deliver results that initially appear unattainable. This isn’t magic; its the power of incremental change, relentless focus on improvement, and a shared commitment to elevating patient care. However, my experience also includes navigating the complexities of teams that, despite best intentions, fall short of their potential. This has led me to a core understanding: building a high-performing team isn’t simply about assigning tasks; it’s about intentionally constructing a unit capable of sustained success.
The Pitfalls of Project-Based Team Building
One of the moast frequent roadblocks I encounter is the practise of layering enterprising goals onto existing teams already burdened with their regular responsibilities. This approach, while seemingly efficient, is a recipe for burnout and ultimately, failure. It’s akin to asking a marathon runner to sprint a 100-meter dash mid-race – they simply aren’t prepared for the shift in demands. Accomplished initiatives require dedicated focus, and that necessitates thoughtfully curated teams with the capacity to absorb and address new challenges.
furthermore, organizations often fall into the trap of expecting team members to excel not only in their core clinical expertise but also as proficient project and program managers. While a degree of project management skill is beneficial,relying on individuals to master these disciplines in addition to their primary roles is unrealistic.Robust management support is crucial.This includes dedicated resources to track progress,ensure milestones are met,and maintain budgetary control. Without this support, even the most talented teams can quickly become overwhelmed and derailed.
The Human-Centered Approach: Beyond Tasks and Timelines
Though, even with dedicated resources and clear goals, teams can falter if they neglect the fundamental needs of their individual members. Too often, initiatives are driven solely by the endpoint, overlooking the fact that a team is comprised of individuals with personal and professional aspirations. Addressing the “what’s in it for me” question – whether it relates to career growth, skill advancement, or simply work-life balance – is not a luxury, but a necessity.
Effective leaders understand this. They proactively seek to understand the individual needs of their team members and actively work to accommodate them. this isn’t about coddling; it’s about recognizing that engaged, fulfilled individuals are far more likely to contribute their best work.
The Power of Genuine connection and Growth
I’m currently fortunate to be part of an environment that embodies this human-centered approach.While I’ve experienced the obligatory “how was your weekend?” small talk in countless meetings, it often feels perfunctory, a social ritual rather then a genuine expression of interest.
Recently, a colleague reached out to me via Slack to inquire about a personal event I had briefly mentioned weeks prior. The simple act of remembering and following up was profoundly impactful. It demonstrated a level of care and consideration that is, frankly, rare. This isn’t just about building rapport; it’s about fostering a culture of psychological safety where individuals feel valued and supported.It’s the difference between a group of people simply going through the motions and a cohesive team genuinely invested in each other’s success.
Equally significant is a commitment to ongoing professional development, even for experienced professionals. It’s common to see robust training programs for those early in their careers, but often, mid-career professionals are left to rely on existing skills.
I was recently asked to develop a complete professional development plan for myself – not as a perfunctory HR exercise, but as a genuine investment in my growth. The question, “What do you want to be when you grow up?” at this stage in my career was both surprising and incredibly motivating. It signaled a belief in my potential and a willingness to support my continued learning. This is a powerful message that reinforces loyalty and encourages innovation.
Looking Ahead: Investing in Your People
As we enter a new federal fiscal year and the final quarter of the calendar year, the question for healthcare leaders is clear: **What are you doing to develop and retain
