Monthly Archives: July 2015

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#Neverfail

I was thinking recently about what it meant to people to discuss failure. Wikipedia provides the standard definition:  “Failure is the state or condition of not meeting a desirable or intended objective, and may be viewed as the opposite of success.” Further in the article, it touches on failure as being a matter of perspective or following an individual’s belief system, so I’d like to pick up that baton and run with it for a bit.

In order to fail, one requires a defined expectation or a set of expectations. These may be personal goals (working out three times a week, learning a new language) or work-related (reducing incident rates, increasing inventory turnover), but from the get-go there are usually criteria for success and deadlines to be met. If those conditions are not met, then we would deem it a failure. It feels so final, and somewhat dejecting.

So what if we took control over those conditions?

Think of a complex project. Perhaps there are ten things to accomplish to complete the project, and when the deadline approaches, only eight are met. Would that be a failure? Worst-case scenario, even if the project hinged on all ten being completed, and therefore the eight completed steps were rendered meaningless, there would be positives. The experience gained by pushing through the completed portions would give a sense of confidence and allow for more efficient action the next time. On the other hand, those remaining pieces were either too challenging with the timelines given, or required resources or training that weren’t available. So, on reflection, we are set up to have a greater chance of success for the next project.

Instead of ‘failing’, it’s more like we’re ‘on the path to success’. Let’s look at prescribing services. It’s been a few years since legislation was passed in Nova Scotia to allow pharmacist prescribing. Other provinces have taken up the mantle and are promoting to the public in varying ways. Our version features limited funding for government drug plan beneficiaries for select minor ailments. This is a positive step and the measurement of success is outcome-based; will the service be in-demand, will it save clinic or emergency room visits? Most importantly, will the pharmacist gain the trust of the public to carry out the services start to finish independent of a primary care physician? To place the yardstick to measure service value, we need repetition and a significant volume of interactions. So if we don’t reach a specified number, does that make the project a failure?

I prefer to think of it in terms of positives. What this opportunity has created is a forum for pharmacists to work towards a common goal and discuss what has worked and what hasn’t. Each new patient discussion extends the awareness to another family or community group, each physician notification provides education as to what we are able to remove from a hectic clinic workload. As pharmacists receive support to change their practice styles, this will allow for successful prescribing activities, and every dipping of the toe into the new waters is an encouraging one.

Really, the only failure in any of this is a failure to try something new. It’s like disliking a food you’ve never tried (which I’m sure we’ve all done at some point); you will never know if you’re missing out. So be bold – if you’re willing to learn from mistakes, and aren’t afraid to find success, then you can #Neverfail.

 

Disclaimer: The views and opinions expressed in this article are those of the author(s) and do not necessarily reflect the official policy or position of any agency, employer or affiliation.

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The 5 P’s of Team-Building

Every once and awhile, I try to put into words some of the philosophies I’ve adapted and applied in my own workplace. They may seem to have brought me a degree of success, but by no means does this qualify me as an ‘expert’ in the area; if anything there are constant opportunities to refine and better adhere to the points below. A strong team raises the bar for performance. Whether you’re leading a strong team or are a member of one, I find these points help address larger issues, and many of the little problems take care of themselves. Before I start with the main five, there are two themes that happen to start with the letter P that tie each of these together: Please – we always ask for input, behavior changes, or solutions to our shared problems, and Praise – we reward any successes, no matter how small.

1) Presence – By far the most important element in my opinion. In order to follow through on any initiative, a team needs to be cohesive, and complementing of each other. The only way to establish this foundation is a want to be around the team and learn about the individual members. What values are important to them? What constitutes a good vs a bad day? Who are they drawn to for guidance? What contributions make them the most proud? Spending time with the team is the best way to find out.

2) Planning – Having a vision and verbalizing it to the team can’t be understated. In prior posts, I have explored the need to share and engage others as their approaches may be different, but their visions for the team, for the business, for themselves may overlap quite a bit. Together, the strategic plan has input from everyone directly involved with its execution. Potential barriers are identified early on, and individuals are coached to have ownership over their separate pieces of the shared plan. Short-term goals are evaluated, and long-term or stretch targets are adjusted accordingly.

3) Proactivity – This element requires a bit of finesse. Usually borne out of crisis, being proactive serves to not just correct a known problem, but to prevent it from happening in the first place. A definite challenge is proving that the time invested to make a change in behavior, saves the time spent reacting to an undesirable outcome. An example of this would be calling a family member before processing an expensive prescription. This step may offset (or in many cases, save) the time spent correcting the issue after upsetting the customer when they arrive. The key here is the culture change that comes with it. When there are many crises, and therefore, many undesirable outcomes, being proactive is an easier sell. Once the bulk of those are rectified, being proactive becomes the team thought-process and raises the standard of performance. The crises are no longer obvious and staff are much more in control of their work volume, meaning they’re better prepared for the next inevitable wave of change.

4) Practicality – Especially in the beginning, before real bonds are formed between team members, it’s essential to have some ‘easy wins’. These are very realistic, functional process changes that when realized, benefit everyone equally. One pharmacy example was to implement communication stamps and initialing hard copies. The stamps sent consistent messages to assembly staff and the initials identified the person sending the message in case clarification was needed.

5) Patience – This is the toughest element to master. I’ve been blessed to be a part of a number of excellent teams. Some I have had the privilege to lead, others I was made to feel like an important cog in a high-powered machine. The grander the scope or the larger the team, the more energy needs to be invested to keep the train moving. Coaching requirements are unique to the individuals on the team. Some may grab concepts faster than others. Inconsistency with words and actions is expected. Mistakes will be made. Those frustrations are the necessarily evil to grow people. Once they see the value of being around, planning ahead, being proactive and thinking practically, they will make the performance of everyone around them a little bit better.

 

To finish off, team-building is hard. Although that’s admittedly a crude statement to make, there’s no point in mincing words. Sometimes, people associate ‘team-building’ with ice-breakers, or performing tasks with blindfolds and obstacle courses. These exercises may highlight the need to work together and be comfortable with one another, but unless those lessons are translated to the vision and the tasks at hand, they run the risk of being footnotes left behind in the annals of history. Please indulge me as I add a 5a to my list:

per·se·ver·ance
ˌpərsəˈvirəns/
noun
  1. steadfastness in doing something despite difficulty or delay in achieving success.

So is it worth it? Teams are important. People are more important. They’ve made me a better professional, a better person. I hope to help do the same for them.

 

Disclaimer: The views and opinions expressed in this article are those of the author(s) and do not necessarily reflect the official policy or position of any agency, employer or affiliation.