poorly treated by colleagues, surgeons and anesthesiologists. We had
to learn to respect each other and become a tighter group. That
meant everyone — including physicians — had to sign a newly creat-
ed code of conduct. Anyone who violated the code was brought in
for a counseling session and told that leadership would try to help
them improve their behavior. We weren't looking to fire anyone; we
were trying to help employees grow, but with the clear understanding
that they needed to make changes in how they treated others. The
code of conduct is very specific and makes it clear that everybody
deserves respect. The signed code is kept in every employee's file. If
we have an issue, we meet with the staff member, discuss the prob-
lematic behavior, show them the code and say, "This is what you
signed. We're concerned, and we need to redirect your behavior."
Having that signed document on hand helped when we had the
tough conversations with staff, telling them they're bullying others or
playing one person against another. The conversations weren't easy
and at times very uncomfortable, but ultimately productive.
Troublesome employees realized they had to align themselves with
the facility's values — or leave.
Respect the chain of command
Some staff members who considered themselves victims were
actually the most toxic. They would complain to surgeons about
workplace dynamics. They'd walk into leadership's offices to tattle or
complain about colleagues instead of discussing issues with direct
supervisors.
We no longer permit those kinds of impromptu meetings and
instructed surgeons to immediately shut down such conversations.
We gave it to employees straight, saying, "Look, this is what your role
is. These are our expectations. Don't bypass the chain of command.
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