You’re struggling to get your team on board with a new initiative. What can you do to turn things around?

In my experience with convincing leaders that they need to embrace a change that comes from a higher level in the organization, I find it is important to allow the team to express and vent their feelings, once they have done that then they are more willing to accept the change

Resistance in response to new initiatives offers an opportunity to renew your faith in your team. Approach resistance with curiosity and an open mind to explore what resistence is actually about. One technique is conducting anonymous surveys or focus groups to uncover underlying concerns. Additionally, providing forums for staff to voice their opinions and actively involving them in the decision-making process can enhance buy-in and identify potential barriers. Approach your staff as the experts by eliciting information about the specific concerns they have regarding the changes. Approaching with empathy and transparency can cultivate a culture of collaboration and ensure successful development and implementation of new initiatives.

First and foremost, it's crucial to pinpoint why your team is struggling with the new initiative. Is it a lack of understanding, fear of change, or unclear expectations? By identifying these root causes, you can address them directly and effectively. Example: Let's say you introduced a new electronic medical records system, but your team is resistant to using it. After speaking with team members, you discover that they feel overwhelmed by the new interface and fear making mistakes that could impact patient care.

To get my team on board with a new initiative, I would first communicate the vision and benefits clearly, addressing any concerns or questions they may have. I would also involve them in the decision-making process and seek their input and feedback. Additionally, I would provide support and resources to help them adapt to the change and show appreciation for their efforts.

In my experience, I think that we in healthcare leadership miss the boat on not communicating the benefits to the patient and families. We review the benefits to the initiative with patients and families in a teacher-student tone. Here is my solution to the issue. Healthcare Leaders should ensure that patients are part of the planning process before they are launched In that way they are vested and will be more likely to hear about and believe in the benefits outlined.

Once you understand the root causes, it's time to clearly communicate the benefits of the new initiative to your team. Help them see how it will improve their work, enhance patient outcomes, or streamline processes. Example: You can explain to your team that the new electronic medical records system will reduce documentation errors, save time on charting, and ultimately allow them to focus more on patient care.

In my experience, I have been involved in teams that do not have the smooth inner workings to achieve this type of harmony. I was handed a team to lead after the team had been together to do the work, In my analysis the team was not a team because the first thing I had to do was to meet with them and ensure that they had shared values, etc. Only then could they function as a team

Collaboration is key to successful implementation. Involve your team in the decision-making process and listen to their feedback and suggestions. This not only empowers them but also fosters a sense of ownership and accountability. Example: Hold a meeting where you discuss the challenges with the new system and ask team members for their ideas on how to make it easier to use. Implementing some of their suggestions shows that you value their input and are committed to finding solutions together.

Training is essential to help your team feel confident and competent with the new initiative. Offer comprehensive training sessions, resources, and ongoing support to address any learning curves or questions that arise. Example: Schedule training sessions where an expert demonstrates how to navigate the electronic medical records system, troubleshoot common issues, and answer questions in real-time. Provide cheat sheets or quick reference guides for easy access to information.

Keep a close eye on how the new initiative is being adopted and its impact on workflow and outcomes. Regularly gather feedback from your team, identify any challenges or areas for improvement, and make necessary adjustments. Example: After implementing the new electronic medical records system, regularly check in with your team to see how they're adapting. If there are persistent issues or concerns, such as slow system performance, work with IT to address these issues promptly.

As a leader, your actions speak louder than words. Demonstrate your commitment to the new initiative by actively using it, following protocols, and showcasing its benefits in your own work. Example: Show your team how to effectively use the electronic medical records system by documenting patient information accurately, retrieving data efficiently during rounds, and highlighting how it improves continuity of care.