By Beth Allen
I have been thinking lately about the conversations that we have that lead to inspiration. It may just be a casual comment made by a teammate that makes the lightbulb go on and leads us to the solution we have been looking for.
It is so exciting when this happens. These “Eureka!” moments that I am talking about often come when we are not even discussing the problem we are trying to solve. It may come through those natural conversations I have while still working out an issue in the back of my mind. I am continuously multitasking, even if it isn’t obvious to anyone else. I am so grateful when they happen organically like that.
Because this is the way I work through the “algebra” of some of my responsibility, it helps me to have weekly one-on-one conversations with my team. I try to let these conversations be fluid and open to any subject, but purposeful. It is a check in with them personally and an opportunity to address anything they may need my help with. I did these less often for a while, but then realized it seems to be more beneficial to have them more frequently but for a shorter duration.
Often, we have a lot to accomplish on pressing topics. Sometimes our conversation can wander to what we would like to implement if we had the time. Rarely, we have nothing to discuss.
While considering these conversations, I remembered a document that one of our human resources partners shared with us regarding meaningful one-on-one time by Chris Kelley. It was a list of powerful questions to ask in order to get to know your team member better and drive a productive conversation. Sometimes it is difficult to know where to start. It is most important to listen to the answers to the questions and build the conversation around them.
The first question on the list asks the team member about their strengths. What do they perceive that they are good at? It is helpful to have information prior to this conversation or if you already are aware of where they excel. It is interesting to figure out if you share the same opinion.
The next question is always the one I prioritize. What is on their plate? What are the major tasks they will be working on in the next few weeks. This is where knowing where their strengths lie can be beneficial. If the work doesn’t fit their strengths, maybe we can find some help.
The next two questions work together. What are they the most excited about? This is fun to hear about what they are most energized to do and the positive way they present it. Conversely, of course, we want to know what they are the least excited about. If they are not looking forward to doing it, will it get done? This is an opportunity to discuss the true priority of that task. Maybe it isn’t important right now or maybe someone else would be more excited to accomplish it.
What’s in your way? We have heard this put differently from our leader as, “What are the rocks in your shoes?” What is stopping us from achieving our goal? Who can help us remove those rocks?
Next, the document suggests that we exchange feedback. It is important to listen to the feedback being given and also the feedback that is being requested. Work to understand the point of view being delivered and do not challenge their perception.
The last question is in regard to how your team member would like to receive praise or feedback. This is different for everyone so to know this from the first conversations sets us up for success. Some people prefer to be in the background with a private acknowledgement for a job well done and others appreciate a more public announcement. We publicly praise and privately coach.
All in all, the “rocks in our shoes” can be removed through collaboration, creativity and teamwork.
Thanks for all you do.
Beth Allen CRA, RT(R)(CT), is the director of clinical operations for Banner Imaging.
