Shrewdavy saw Rovy walking
down the hall towards her.
The 2 have worked together for years,
but only spoken a handful of times.
Rovy only spoke to her when he had a problem with
her performance or needed her to do something.
He rejected conversation when Shrewdavy
tried to speak with him otherwise.
Now, Shrewdavy had noticed several big errors in
Rovy's performance and she needed to speak with him.
However, because they had
little relational capital,
a somewhat uncomfortable
conversation now seemed impossible.
This brings me to another important
aspect of communication in your team.
You need to build relationships
with your team members.
Remember that trust is the foundation of a higher
performing team and communication is critical to trust.
Trust is only built through small opportunities
exemplified consistently over time.
Here are a few practical ways
that you can build relationships.
First, you can champion
your team members' success.
This means being available for any
questions, available to support, encourage,
advice, and give resources
to help champion your team.
You can build trust by sharing
successes, setbacks, lessons,
and best practices in a genuine way that
aims to help champion the support of others.
Next, you can be mindful
of your responsiveness.
I've had a manager of a cardiac floor ask for feedback
from his team and received only bland generic responses.
The comments were noticeably
elusive to any real substance.
I began to work with the team and noticed that the manager
did not respond to informal feedback in a healthy manner.
He would become defensive, dismissive,
and disregard the insight from his team.
The team recognized that truthful
feedback in a formal review
would likely be as ineffective as the
feedback in his informal daily situations.
Be mindful of your
Also in your team, designate intentional time
to check in even if you are a travel nurse
and will not be in the unit for longer than
your 3-month contract, I want you to check in.
I was working with 1 team that had a
team member that was extremely private.
The team felt uncomfortable
around this team member
as the private individual would actually
ignore others and avoid interaction.
This made collaboration
conversations very difficult.
Here was my solution
for this case.
I challenged the individual to engage in morning
conversation in the break area every morning.
That was it. 5-10 minutes in the
morning, nothing more, nothing less.
Those 5-10 minutes
The team began to learn more about
the team member and build trust.
The daily check-ins were a simple yet
powerful way to create trust in the team.
I get it especially if you are moving around to
different units and you won't be there long,
but these 5 to 10-minute conversations
are where you can build trust.
Learn who to ask for help and
create a more effective team.
Lastly, understand that I am not saying that you have
to become bestfriends with all of your team members.
Well, that is the situation for some
teams, that is not always the case.
My standard is to get to the point where you can
have a conversation, understanding, and respect
to trust each other well enough to perform
with confidence with your team members.
Some teams may already have tension and challenges and
the thought of becoming bestfriends is overwhelming.
That's okay. You don't
have to be bestfriends,
but you do need to respect one another and
trust one another enough to do your job.
A good first step is to begin genuine
supporting conversations with your team members
and be mindful of your responses in conversations.
So, here's what I want you to do.
Understand that feedback
goes far beyond performance.
If you are only speaking with your team about their unmet
performance expectations, the impact might be minimal.
Strengthen the impact of
your feedback conversations
by strengthening the relationships
that you have with those in your team.