We think about learning from what goes wrong. But do we also learn from our successes?

It is a standard process to assess when something does not work as expected. The situation is reviewed, and changes are made.

A good action is to study those who have the best outcomes. This provides a “success plate,” a template that captures what goes well. It identifies what drives the best outcomes.

A senior executive in an addiction treatment organization shared how one intake person (the individual who takes the calls from people seeking help) has a 100 percent show rate in helping callers enter treatment. Is it possible that person just happens to receive calls from those most ready? Or is it their skill set in connecting with each caller?

Rounding is a process in which leaders connect with patients and families in a meaningful way. I started using this term in 1993 based on how physicians round on patients in the hospital setting. How did rounding for patient experience come about? We saw which manager had the best results and studied her. We observed that she went into each patient room to see how the patient was, to ask what questions they had, and to check if they needed anything. We captured and shared these practices. Each manager took the same actions, and soon the hospital had some of the best patient experiences in the country.

A few tips:

• Study individuals or teams with the best results. This is more than asking, “What are you doing differently?” It is observing the actions. Spell out that this will help those you serve and support people in skill development. Then, create a success plate outlining what specific actions lead to success.
• Identify the skills and resources needed to help achieve the success the top performers are achieving.
• Provide the training they need. It is best to tailor development for the individual’s unique needs and strengths. (Precision Leader Development™is an example of such an approach.)
• Recognize when individuals do not have the skills nor the ability to build the skills to achieve the needed outcomes. There are instances where a person is promoted into a role that’s not a good fit. At times, what is needed in a role changes, and a person does not or will not gain the needed skills. Address these situations in a value-driven manner. The person often realizes they are not being successful. Another spot with a better fit might be possible, or maybe an exit with a fair severance package.

Every organization has people who achieve excellent outcomes. There are opportunities to learn best practices, and people who can help are willing if asked. The success plate is a helpful tool for turning these opportunities into action.

What is most often missing is leadership rigor in holding people accountable for results. When that issue is corrected, most people will rise to the occasion. Accountability creates seekers of knowledge. When the student is ready, the teacher will appear.