Don't go to surgeons with your issues." Everyone understood that we
meant business, and realized that if they didn't change their ways,
they were going to have to find somewhere else to work.
Assign ownership
We formed teams of staff members to plan activities, commu-
nity service opportunities and quality improvement projects. This
has been a popular change, as staff now have more direct input into
everything from volunteering opportunities to holiday parties to how
to improve the way we work. Working in teams to organize staff
activities has also been an eye-opening experience for some employ-
ees, who now understand how difficult it can be and how much
work it takes to create change. It helps them realize why things are
done a certain way, why some initiatives are deemed more impor-
tant than others and that you can't please everyone.
Keep staff informed
Some employees felt they were being kept in the dark, so we
improved our communication efforts. But we also put part of the
responsibility back on them. Employees are now required to read and
sign a new book that contains minutes from staff meetings and compa-
ny announcements. We hold regular staff meetings that begin with
team-building games, and block off surgeries for the 2-hour gatherings
so everyone can attend. These meetings are good forums for employees
to share their concerns in a constructive and supportive environment.
Explaining the reasons for change goes a long way toward getting
employees on board with what's new instead of having them dig in
their heels and fight it. We always tell employees when they will
receive responses to their questions or concerns. If we're not going to
have answers by the promised deadline, we tell them we're still work-
3
4
Staffing
S
2 0 • O U T PA T I E N T S U R G E R Y M A G A Z I N E • O C T O B E R 2 0 1 9
