Although courage is often associated with first responders and athletes, through my 30 years as an OD and 25 as a business owner, I have found it a fundamental characteristic of effective leadership as well.
Renowned workplace author and speaker Simon Sinek defines courage as:
- Acknowledging one’s own capabilities honestly.
- Being transparent about emotions.
- Making difficult decisions that may hurt others yet are ultimately in their best interest.
- Upholding ethical principles, regardless of the circumstances.
The last two bullet points, in particular, resonate with me.
Letting Staff Go
One of the most challenging yet courageous actions I have undertaken in my practice—though it did not initially feel courageous—was guiding staff members who were no longer a suitable fit to understand that it was time for them to part ways with my practice. In doing so, I have created a more positive environment for our remaining staff and our patients.
I think that Jim Collins, author of the book Good to Great: Why Some Companies Make the Leap… and Others Don’t, encapsulates the importance of doing this succinctly: “If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.”
There will inevitably be times when a once-valued team member becomes misaligned with the practice’s needs. As leaders, we often reflect on what has changed and feel a sense of responsibility to restore their original performance. However, it is crucial to recognize that circumstances may shift beyond our control.
The Consequences of Holding On
Retaining an underperforming employee can foster a negative atmosphere that affects both staff team dynamics and patient experiences. Allowing this negativity to persist is not an act of courage and, frankly, in my mind, mkes me reconsider the term "leader" for any practice owner who does this.
Understanding the impact of an ineffective team member prompts leaders to initiate necessary conversations to right the ship sooner rather than later.
While these discussions are never easy and may elicit hurt feelings, they are crucial for the health of the staffing team. Moreover, holding on to an individual who no longer thrives in their role hinders their opportunity to find a better fit elsewhere.
With that said, believe it or not, many of those who depart end up feeling gratitude. Courageous leadership is a daily practice. By embracing this courage, we can cultivate a healthier, more resilient, and more satisfied staffing team.
True Leadership
True leadership is being courageous when encountering situations that can derail a practice and the morale of the staffing team. By prioritizing the courage to act quickly and decisively, we can enhance our professional environments and ensure optimal outcomes for our patients and staffing team members alike. OM
Email: april.jasper@conexiant.com
X: @DrAprilJasper
Facebook: @OptometricManagement
