Secrets of High-performing Teams
Have you ever worked on a truly high-performing team? Most of us have had this experience in either our professional or personal lives.
What is a high-performing team? One definition can be found in "Wisdom of Teams" by Jon R. Katzenbach and Douglas K. Smith: "A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable."
I was fortunate to work with an incredible team during the design and implementation of computerized physician order entry (CPOE) at Lehigh Valley Health Network (LVHN) from 2000 to 2005. With few organizations live with CPOE there wasn't much available in the way of best practices. Despite that, we were very productive and quite successful.
Our "skunk works" group of 6 to 8 people truly believed we would dramatically improve quality of care and patient safety with CPOE; our meetings were quite open and honest with no hierarchy (I was the only physician, but everyone was expected to contribute equally); and we had an amazing amount of fun (several amusing events from that project have become part of the culture of the department).
Today, everyone on that original CPOE team is still working in the information services (I/S) department and has been promoted several times. What is the secret to this impressive tale of success and retention? Although I would love to say that working with me has been the attraction, the truth is that the CIO has done a remarkable job of creating a loyal and dedicated department.
Some of his tactics can serve as lessons for others, including physician groups.
Keep people stimulated and constantly learning: The CIO encourages analysts and managers to learn different applications and systems. This had a disruptive effect on the CPOE team, but in the long term, it was a benefit to all, as these people gained a broader understanding and could educate others.
Build connections to the department, the organization and the community: The I/S department was named as a "Best Places to Work in IT 2011" by Computerworld. The CIO promotes and funds many activities that build camaraderie in the department, involve other departments and benefit the community. An example is the annual Holiday Tree Contest: small teams decorate small artificial trees that are then judged by the entire I/S staff. The winners receive prizes, and the trees are donated to shelters and underprivileged families.
Keep people involved: All I/S staff rotate through the Wild Idea Team which meets monthly to brainstorm out-of-the-box technology ideas. Many are dismissed, some are piloted and a few become fully implemented projects. It is a very popular group, even though the members do most of the work in addition to their normal workload.
Of course, there are many other factors responsible for the loyalty and incredible performance of the I/S department. The most important ingredient has been the CIO's ability to keep people stimulated, involved and excited.
Share your success stories with me at donaldlevickmd@cmio.net
What is a high-performing team? One definition can be found in "Wisdom of Teams" by Jon R. Katzenbach and Douglas K. Smith: "A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable."
I was fortunate to work with an incredible team during the design and implementation of computerized physician order entry (CPOE) at Lehigh Valley Health Network (LVHN) from 2000 to 2005. With few organizations live with CPOE there wasn't much available in the way of best practices. Despite that, we were very productive and quite successful.
Our "skunk works" group of 6 to 8 people truly believed we would dramatically improve quality of care and patient safety with CPOE; our meetings were quite open and honest with no hierarchy (I was the only physician, but everyone was expected to contribute equally); and we had an amazing amount of fun (several amusing events from that project have become part of the culture of the department).
Today, everyone on that original CPOE team is still working in the information services (I/S) department and has been promoted several times. What is the secret to this impressive tale of success and retention? Although I would love to say that working with me has been the attraction, the truth is that the CIO has done a remarkable job of creating a loyal and dedicated department.
Some of his tactics can serve as lessons for others, including physician groups.
Keep people stimulated and constantly learning: The CIO encourages analysts and managers to learn different applications and systems. This had a disruptive effect on the CPOE team, but in the long term, it was a benefit to all, as these people gained a broader understanding and could educate others.
Build connections to the department, the organization and the community: The I/S department was named as a "Best Places to Work in IT 2011" by Computerworld. The CIO promotes and funds many activities that build camaraderie in the department, involve other departments and benefit the community. An example is the annual Holiday Tree Contest: small teams decorate small artificial trees that are then judged by the entire I/S staff. The winners receive prizes, and the trees are donated to shelters and underprivileged families.
Keep people involved: All I/S staff rotate through the Wild Idea Team which meets monthly to brainstorm out-of-the-box technology ideas. Many are dismissed, some are piloted and a few become fully implemented projects. It is a very popular group, even though the members do most of the work in addition to their normal workload.
Of course, there are many other factors responsible for the loyalty and incredible performance of the I/S department. The most important ingredient has been the CIO's ability to keep people stimulated, involved and excited.
Share your success stories with me at donaldlevickmd@cmio.net