STAFF MANAGEMENT - The Mistake of Criticizing in Private

“Dr Steedle, your staff doesn’t think that they can EVER please you.”

Clearly uncomfortable, the Practice Consultant was giving me (and my business partner) the feedback from our team.  Apparently, he was doing reasonably well.  Me, not so much.

My initial reaction was to get defensive.  Wasn’t it my job to make sure things were done right?  Was I expected to let things slide?  How WAS I supposed to handle it when someone wasn’t doing what they were supposed to do?

Maybe it was my competitive nature to get better reviews than my partner.  Or maybe I realized that I needed some self-reflection.  But whichever was the case, I eventually took the comment to heart. Criticizing, whether in public or private, was not working for me!

Why Criticism Doesn’t Work.

• Criticism often leads to feelings of being attacked, dominated and devalued.

When we feel attacked, it’s easy to get defensive, coming up with reasons why we’re being treated unfairly.  Our staff won’t say anything when we criticize them, but they’ll resent it. And feelings of resentment are counterproductive when we’re trying to build a team. When correcting someone, Kim Scott, author of Radical Candor, says that all leaders should aim for the perfect balance of caring personally and challenging directly. 

• Criticism is ineffective as a management technique.

Criticism often focuses on mistakes in the past, while constructive comments focus on the future.  No one can correct their past actions; but they CAN do better in the future. In most cases, we can ‘focus on the future” by using the phrase, “Next time” and then describing the ideal.

Rather than saying, “Why did you do that?” Use, “Next time, let’s do this instead.”

Or, as a substitute for, “You were supposed to check for broken brackets at the beginning of the appointment.” Say instead, “Next time, please remember to check for broken brackets at the beginning of the appointment.”  The message is still clear, but the comment has a better chance of being taken well.

  But what we do when it’s not about their performance, but about their behavior instead?

How Do We Correct Someone for Unacceptable BEHAVIOR?

The short answer is by setting clear expectations and communicating them effectively.

Here are the steps:

1. SET the standard – Establish a Code of Conduct in consultation with the team

At the time of this practice consultation, my partner & I weren’t getting along, our assistants were blaming each other when things went wrong and it wasn’t fun to go to work anymore.  To resolve all the interpersonal conflict, we had to establish a Code of Conduct, a written agreement that set clear expectations on how everyone promised to treat each other.

We asked the team - how do you want to be treated by your fellow teammates?  After listing the qualities of good AND unacceptable behavior, they were asked to commit to this code by signing the list. (see attached example)

2. BE the standard – Model the behavior

Getting everyone to agree on a Code of Conduct didn’t magically transform our practice.  I had to “walk the talk”.  For me, complaining, gossiping, and criticizing were out.  Treating everyone with courtesy and respect were in.  Only then could we have the moral authority to insist that others do the same.

3. ENFORCE the standard – Don’t ignore or tolerate unacceptable behavior.

In a previous blog (7/8/19), I discussed how to hold someone accountable in private. But what happens if the unacceptable behavior is done in front of others?  Do we take them aside and talk with them privately or do we confront them publicly?

General Rule: What’s done in public is corrected in public!

The cost of NOT addressing some behaviors in front of others can often be far greater than doing it in private.  When public behavior that is uncivil or offensive takes place with no response from the doctor, the staff will rightfully conclude that this behavior is condoned.

But correcting someone publicly is a delicate matter.  The challenge is to do it well while still:

• Getting the behavior to stop. 
• Sending a clear message about what’s acceptable.
• And, maintaining the dignity of everyone involved.

Let me give you an example:

I was conducting a team meeting about how we could reduce patient waiting time when Vicki, a clinical assistant complained, “We could do a whole lot better staying on schedule if the Front Desk wouldn’t keep forcing those emergencies in the wrong places.” 

Seeing this as an unacceptable personal attack, I responded with, “This meeting is not about who did what in the past; it’s about finding solutions for the future.  I always assume that everyone here is doing the best they can under sometimes difficult circumstances.  We need to figure out how to give the Front Desk a good way to schedule our emergencies without disrupting the clinical flow.”

How to correct someone in public:

• Avoid “I” statements - The purpose of correcting offensive behavior is to reinforce the accepted standards of behavior. (I didn’t attack the attacker by saying, “I think that’s rude”. I reminded her that WE should stay focused on finding solutions, not finding fault.)

• Never dispute the accuracy of what has been said. (I didn’t dispute that emergency scheduling was a problem or take the front desk’s “side”. I simply wanted to “enforce the standard” that personal attacks are unacceptable & then refocus the discussion)
• Never use of humor. It can easily be misinterpreted.

• And, decide whether the situation requires:

1. a short or long response. In some cases, keeping it “short & sweet” may be best. In other cases, a longer explanation may be required especially when the behavior is yet another example of a reoccurring problem.
2. a “light touch” or a “heavy hand”. For minor infractions, we can say, “Hey guys, let’s cut it out. We don’t talk that way here.”  But for a more serious behavior, we need to say it more emphatically, “That’s way out of line. And if it happens again there will be serious consequences.”

BOTTOM LINE: Never criticize in public OR private.  Make any corrections by respecting the individual & focusing on the future.  But, when  faced with unacceptable behavior, we shouldn’t hesitate.  What’s done in public is corrected in public, tactfully sending a clear message about what is acceptable in our practice.