Colleagues may wonder how we may embark on these concepts across our institute or even only team. I am no expert in starting programs but I may still suggest an approach under principles of common sense.
Everyone knows that any change starts with installation of belief in the team, especially in the leaders – the can-do attitude. Then education is provided to the relevant stakeholders. This layer of work touches mind of people only superficially, but is still a must. When specific performance is involved, role play is often more effective than preaching. Simple, executable, and direct instruction is important. Then direct engagement of the team in whatever suitable way to make everyone move and perform is started. Opportunistic training at time of need often gives good boosters to stakeholders.
It is important to measure outcome. We all understand the use of measurement to provide feedback and directions for emphasis or change. Measurement in addition serves a very helpful educational tool. Stakeholders pay special attention to performance which is measured, and results improve automatically. It is also useful to identify performers who lag behind in performance, inform them confidentially, encourage them to improve back to the average, and reassess for encouragement.
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