If You Give a Disruptor a Cookie!
- Connie Montalbo
- Sep 13, 2019
- 3 min read
If you give a disruptor a cookie...they will know their behavior is okay. Next, they will repeat the behavior, and eventually you will be dealing with an un-engaged employee who never cared about your patients, your organization, or your team, and doesn't understand why you are now harassing them.
The secret ...Don't treat all employees equally!!
Employees who show up every day with a positive attitude, in the uniform that is per policy, function as a team player, provide excellent patient care, and are engaged... WHAT? They should not get the same equal recognition that your uncivil, disruptive employees get. They should know that they are appreciated, they should feel proud of their efforts, and they should know that their leader recognizes the difference between them and the uncivil troublemakers.
I have been a Jack Welch fan since the time I started in management and someone gave me his book, Straight From the Gut. ...and I quote..."I am a huge fan of differentiation. I have seen it transform companies from mediocre to outstanding, and it is as morally sound as a management system can be. It works.Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak."
How many of us are afraid to call out our "best" because we might offend our "worst". And when I refer to worst, not really talking about from a skills standpoint. Any leader worth their title can take almost anyone with a positive attitude and teach them any skill necessary. The struggle for leadership is in dealing the the uncivil - the person(s) who shows up every single day with a negative attitude focused on being disruptive and making sure everyone is miserable.
How do you recognize your top-performers? For me, not that difficult. For whatever reason, I picked up the phrase...You are a Rock-star, and that is what I call my high performers. I say it loudly and I say it not only in front of the team, but I share their successes in the boardroom and anywhere there is an opportunity. I thank my high performers every single chance I get. I accommodate them as much as possible and make sure they know how much I appreciate their commitment and efforts.
Don't be confused, this does not mean I am ever disrespectful to my low performers - it just means that I recognize my top peeps and I make sure they know that I know how engaged they are and how much they have committed to our team, to our patients, and to our organization.
What does differentiation look like? Personal thank you notes mailed not only to my top performers, but to their family. Taking time to eat lunch with them or asking them to my office to get their input, feedback, and suggestions. Asking them for feedback on what I can do better as a leader for them and for the team. Acknowledging their extra efforts at staff meetings and at huddles. Not only knowing how they drink their coffee, but delivering it to them.
As for my low performers, #WouldNeverWantThemToThinkIDidNotKnowWhoTheyAre!!! I meet with them too. Never the same type of meeting. My other phrase... "LetMeStopYouRightThere!" I cannot spend hours or brain cells listening to my disruptors explain situations from their perspective. The perspective that in no way and no how benefits our patients, our team, or our organization. This is where differentiation matters. This is where leadership kicks in and confidence leads us to stop the conversation and say, "What can you do differently to make our unit better?", "What can you do starting today that will let not only me, but also our team know that you are now committed to being kind, civil, and a team player?"
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