When great results are achieved, the top leader is often asked how it happened. A frequent response is, “The credit goes to the team.”
Let’s dig deeper. What makes a team (the people who make the results happen) successful? In studying high-performing organizations, there are common themes. The biggest one is that successful companies invest considerable amounts of time and dollars in selecting and developing talent.
I was reminded of this recently at a session in which a company rolled out the key outcomes they want and need to achieve. All the outcomes made sense. They were in the areas of quality, service, and finance. While the new top leader packaged them differently, I am confident these areas were not new. No doubt the past top leader had set goals in each area. So what is the one action that will impact the odds of hitting the goals this time?
My feedback was that the organization is missing the piece that will make the outcomes listed a reality: building the skill set in each leader that is needed to achieve them.
Yes, it feels great to have exciting graphics and a road map to success. Yet it still comes down to people. Even the best processes and technology count on skilled operators. Every person wants to achieve good outcomes. There may be some people in leadership who do not have the ability to achieve the outcomes needed. However, my philosophy is that before we make that decision, let us make sure that each person is provided the opportunity to be successful.
A few tips:
- Assess each person in a leadership role. What are the skills the person currently needs to achieve the stated outcomes?
- What outcome is most important? The answer may not always be obvious. Let’s say a skilled nursing facility wants to reduce falls. What comes to mind immediately is providing education for all the staff in steps to reduce falls. Yes, this needs to be done. However, what also needs to happen is ensuring that the leader has the skills to retain talent. Every team in every situation performs better with a consistent team.
- Identify barriers the leader feels are keeping the goal from being achieved. Can the barriers be removed or reduced? In looking deeper, are some barriers perceived rather than actual? For example, a person may feel they cannot take an action when they could with the right skill development.
- Sequence development in a smart way that doesn’t overwhelm them. So often, people are asked to drink out of a fire hose. This often happens when results are not achieved. The thought is that “more is better.” The formula I recommend is Less = consistency = always = better outcomes.
I admire companies that make sure the facilities, equipment, and technology are in place. What makes those investments work is people. Is the needed investment in leaders taking place? It’s a crucial question. A commitment to leader training is the foundation that keeps the house standing.
