To say health care teams have been through turbulent times over the last few years is a gross understatement. No one could have predicted the intensity of the COVID pandemic. Looking back, it may seem nearly impossible to have been able to foster employee development and team engagement while constantly working in crisis mode.
Christine Albert, Chief Marketing and Experience Officer at LCMC Health, knows one key priority during times of crisis or sustained crisis is communication.
“There has to be a through line of that. Not neglecting to communicate frequently in a bunch of different ways with your teams, but especially during this moment connecting on a personal level. That means going beyond your staff meetings, one-on-ones, your emails, the things you have built into establish those communication networks and having more of a direct connect with the people who report to you and having that openness.”
Challenges of Remote/Hybrid Approaches
It's challenging to keep up with communication and engagement when team members are working remotely, but it’s as important—if not more. According to Alan Shoebridge, Associate Vice President National Communication at Providence, being successful with remote individuals starts with figuring out where your team stands.
“If you're managing a remote team and you're going to have to bring them back, I think as a leader, you have to really assess that and see what kind of feelings your team has. If you're not seeing everyone all the time, it's hard to figure out if someone's having a good day or a bad day or they need extra attention. There is more required of leaders when the teams are remote, but the hybrid piece is sort of this messy middle as well.”
Starting with Self
One perspective that may not always be considered in respect to leadership and team development is self-growth. As Albert notes, “You can only show up as a better leader if you're also making that investment in learning and growing and thinking differently.”
“We all were dealing with things inside and outside of work. So, to be your best full self, you may need some flexibility,” she adds. “There may be other things you need to be thinking about in your life. I'm appreciating that as well. We need that lesson of flexibility and humanity as leaders and as people, because that's what's going to bring engagement, fulfillment, and being your best self.”
Of course, there are tangible, tactical steps leadership can take to ensure they’re bringing their best selves—personally and professionally—to the table. For example, attending conferences like SHSMD or networking with other leaders in the same industry. What might feel like a singular experience during times of crisis could be shared equally among colleagues. Navigating turbulent times together offers an opportunity for growth. And, it fosters empathy and authenticity—two characteristics leaders can bring full circle to their teams.
“There's a lot of ambiguity during times of crisis. When you get questions, I don't think you should evade them or ignore them. You just answer what you can in the most honest and authentic way,” encourages
Shoebridge. “I don't make a lot of assumptions and try to understand their situation before making judgements on it. I think authenticity and being empathetic are so valuable right now.”
For continued learning, see the SHSMD Leadership Roundtable: Guiding and Developing Teams During Turbulent Times Podcast on the SHSMD website.