00:01
I want you to imagine that you are
driving down a peaceful road.
00:07
You have the windows down on a sunny day,
favorite music playing through the speakers,
you take a deep breath, and bam a car
comes out of nowhere and cut you off.
00:19
Now, you look at this buffoon and assume that the driver is a
self-centered, egotistical, good for nothing, downright jerk
who should have their license revoked because they have no
consideration for the road and they are a complete hazard to society.
00:38
What a nuisance! However, when we cut someone off, we
tend to find loads of justification for our actions.
00:50
We didn't intend on cutting someone off.
We didn't see the other car.
00:56
We simply needed to get in to the other lane
and the turnoff was quicker than expected
and our GPS didn't give a proper heads off and we judge ourselves by
our intentions while we judge others by their outcomes and behaviors.
01:13
We see this happen on the road and we see this
happen with our team members in patient care.
01:19
Think of all of the times you saw someone miscalculate,
misspeak, make a less-than-perfect decision,
misdocument, not document, forget, and mess up and
now think of the times that you have done the same.
01:37
One of the greatest blenders in providing effective
performance feedback is the fundamental attribution error.
01:47
This is really a fancy way of saying
that too often we judge other people
by their behavior while judging
ourselves by our best intentions.
01:58
And this brings me to an important element
of effective performance feedback.
02:03
You need to acknowledge intention alongside
behavior when giving your feedback.
02:10
When addressing undesired performance, identify outcomes,
or behavior and disregarding intention is pretty easy.
02:21
However, this mindset can create tension
and a disconnect between both parties
and can be an obstacle in influencing
performance improvement.
02:32
For example, I was working with a seasoned, established team
member that was described by his team as constantly blunt,
sometimes abrasive, headstrong,
argumentative, and at times called malicious.
02:48
I spoke with the team member and
asked him about his behavior.
02:53
He did not perceive his actions
the way they were interpreted.
02:58
He was intending to be confident,
passionate, and convincing.
03:04
What others saw as abrasive,
he saw as passionate.
03:09
And there was a gap between his
intentions and his outcomes.
03:14
Rather than reprimanding the behavior, I partnered with
him to better match the intentions and the outcomes.
03:22
This was a more productive dynamic for
improved performance and effective change.
03:29
When considering the intentions, first look at the surroundings
of the performance to get a better context of the environment.
03:39
Did the patient have a family member that was challenging
and distracted or undermined the team member?
Did the nurse return from a
code and was so flustered?
Was the team short-staffed
and overwhelmed?
These are not excuses but it is context to give
a holistic view of the undesired behavior.
04:02
First, take a moment and observe the context of the
performance, frustration, behavior, or attitude.
04:11
Next, genuinely and sincerely ask "What was your
intention?" to establish an understanding of intentions.
04:21
People generally do not intend on being low
performers, bad drivers, or challenging team members.
04:29
Find out the other person's intentions so that you can best coach
the team member to better match the behavior with the intention.
04:41
Lastly, inquire. What
can I do to help?
Sometimes the answer is nothing
more than showing support.
04:50
Sometimes, there are practical action steps you can
take to help champion your team members' success.
04:57
Sometimes, the team member needs
some guidance or mentorship.
05:03
No matter how clearly you communicate expectations, there
is always an opportunity for expectations to be unmet.
05:13
The goal in these situations is to help the person improve
so that your entire unit can provide better patient care.
05:23
So, here's what I want you to do when
addressing undesired performance.
05:29
Begin by observing the context, asking for
intentions, and offering help to improve.