Change is inevitable. Many of us who have worked in retina for the past few decades may feel our careers and identities were forged in the fires of change. The scope of known diseases, advancements in treatment options, and the evolution of federal and insurance regulations each contribute to our specialty’s changing landscape. Not to mention a broader adoption of electronic health records (EHRs), the 2020 global pandemic with its lasting effects on the workplace, and the growing threat of cyberattacks.
Some people have learned to anticipate positive outcomes even when difficult circumstances initiate change. But many others are change-averse. In theory, they appreciate the good parts of change, but in practice, they recall the discomfort required for growth ... and wince. Instead of rolling with changes to achieve a beneficial result, these people allow uncertainty to take the lead, watching reluctantly as their workplace routines are reset.
As managers for our teams, how can we help our staff—and ourselves—embrace change to improve our clinics? The key is having a “done for” instead of a “done to” mindset.
Done for vs Done to
When something is done for you, it feels like you’re valued. When it’s done to you, it feels like you’re a victim.
Nobody wants to be forced to do something. All people have an innate sense of personal agency. Repeat attempts at coercion—even when a goal or change is in their best interest, such as introducing new processes at a retina practice—can leave people feeling powerless and does not foster acceptance of the change. In fact, it does just the opposite. Workers either build walls to protect their individual freedoms, rejecting anything that challenges them with fierce resistance, or comply in defeat. Eventually, these workers will move on to what they believe will be greener pastures.
At the same time, most people appreciate when someone does something on their behalf that makes work easier or more satisfying. They feel valued by this tangible expression of another person’s advocacy that has prioritized their best interests.
Good managers would say the second category encompasses their efforts to create positive change in their practices, but members of their team might not see their efforts from the same perspective. The challenge is to get everyone on the same page.
The Challenge
Managing people who frequently view change with a “done to” attitude can be challenging. Watching the interaction as a third-party observer, it’s easy to see both sides. The manager has the practice’s well-being in mind, but it may not feel like that to the employee who doesn’t understand the reasons for the change. Managers often fail to communicate both the 40,000-foot view and the 20-foot view to their staff, who then focus on their close-up view of disruption instead of the big picture. Even mature and flexible employees can’t help but feel like change is thrust upon them sometimes, and they may express a range of emotions from annoyance to outrage, which is why management isn’t for the faint of heart. However, there are several tactics managers can employ to help move team members to a “done for” mindset.
Play to Strengths
Everyone you work with is a sum of their experiences, and these experiences are all unique. As managers, our job is to help team members identify and employ their strengths to overcome the challenges we face together.
For example, maybe the practice has a scribe who’s a technology whiz—she picks up new tools instantly. While not part of her job description, “training the team in new software and devices” might fit well under “other duties as assigned.” While managers typically hire for a specific role, sometimes it is prudent to allow for the expansion of the role to encompass more. Cross-training for multiple positions allows personal growth and provides the flexibility to have “fill-in” staff when necessary. Aside from cross-training, magic can happen when people are empowered to expand their roles using their natural talents. Now the manager is aiding their personal and professional development—doing something “for” them.
Another thing to consider is that most people handle the discomfort of change better when they can reflect and voice their “fears” in advance. While this is not always possible, something managers can “do for” their teams is to provide a heads-up several days in advance before implementing changes in the practice.
People also like to have a say in anything that impacts their daily lives. Providing ample opportunity and encouragement for idea-sharing can foster feelings of “done for me” and make team members more likely to react favorably to proposed changes. People want to know that their ideas and contributions are valued. Encouraging open communication among team members is a significant step.
Some members of the practice team may be change agents. Typically, there are 2 types of change agents—those who like change for the sake of something different, and those who want change to improve processes. A manager who has a staff member who is adept at improving staff processes might recruit that person to help brainstorm ways to make proposed changes more palatable to the rest of the team.
Managers must be alert to fears about change. The key question is whether the change will be more efficient and improve processes. If yes, then move forward.
Embracing Change
A practice culture that embraces change is flexible and can pivot as needed to accommodate a better system or process. It’s also exploratory. Instead of “It’s always been done this way,” flexible team members say, “Let’s try it and see how it goes.” Embracing change requires welcoming fresh ideas and recognizing that there can be many ways to accomplish a task.
A change-oriented team values efficiency and leans into discomfort if necessary. Embracing change requires strength and an unwavering focus on the objective, no matter the obstacle. Got lemons? Great! Make lemonade or a lemon martini.
Change is a process, not an event. You didn’t suddenly become a physician; you put in years of hard work. Every process has a result, but everything is one step at a time. When you hear about another practice that does everything “right,” you don’t see the long road of attempts, failures, tweaks, and reattempts that got them to where they are today. Your team can get there, too.
It’s Worth It
Once your team has adopted a “done for” mindset, you’re on the road to a better, more resilient practice. Although uncomfortable, change is a given constant, so approach challenges in ways that best support your and your teams’ strengths. Watch as walls come down, doors open, and you start to move forward. Soon, your practice will be running like a well-oiled machine.
Making flexibility a habit will serve your practice in a world that keeps turning. Be generous in your assessment of new ideas. You may learn to love the process if you don’t already.
The past few decades have taught us that we can adapt quickly, though some have resisted. If we can proactively coach ourselves and our staff with a “done for” mindset, we’ll be ready for whatever tomorrow brings. There’s a solution for every challenge if we choose to see it. NRP
