| Did you recently bring on a new member to the team | | | | measure up. If someone does not know what "great" |
| who impressed you during the interview, had stellar | | | | performance is, there could be a conflict with |
| references but just does not seem to be up to speed | | | | expectations. |
| yet? Did you ad new responsibilities to someone's job | | | | Are they motivated to do the job? |
| and they seem overwhelmed by simple tasks? Did | | | | Motivation is something that comes from within each |
| your superstar employee suddenly seem to have | | | | person which then influences the effort they put into |
| forgotten how to her job? | | | | the job. While you cannot directly demand increased |
| All practices are running with lean which means every | | | | motivation, having an understanding of what is |
| team member must be performing at their very best. If | | | | important to each team member is key. You can use |
| they are not, it can have a big impact on the | | | | that knowledge to find ways to increase motivation for |
| productivity and success of the practice. | | | | each individual. |
| Determining the causes of less than top-notch | | | | Can they overcome obstacles? |
| performance is always an issue for the management | | | | Team members who look at problems as |
| team. Here are some suggestions for evaluating | | | | opportunities, not obstacles, are more likely to be higher |
| potential problems. | | | | performers. A person who is learning a new skill will |
| Do they have the actual skills to do the job? | | | | have good days and bad. Those who can overcome |
| Every job from the part time front desk person to the | | | | tough times will be more likely to succeed with some |
| associate doctor requires a certain level of skill. Can | | | | positive reinforcement from the practice leadership. |
| additional training increase the skill level or is the person | | | | Are there problems or distractions outside of work? |
| just in over their head? The key is determining what | | | | Some employees wear their troubles on their sleeves |
| piece of the puzzle is missing. | | | | for the entire world to see. Others keep things very |
| Can they learn and adapt to the job? | | | | close and share little. As the practice leader, it is a |
| Each person has their own ability to learn new skills | | | | challenge to determine if a drop in performance is |
| and adapt to different situations. Before they can | | | | related to something outside the office. If you suspect |
| perform at the top level you expect, they need to | | | | troubles outside work are a possible cause, be very |
| have the capacity to learn and the willingness to do it | | | | careful in addressing the issue. Making the team |
| the way you want. If they cannot, no amount of | | | | member aware that their performance is not where is |
| attention or training will help. | | | | should be could help a great deal. |
| Do they understand what you are expecting them to | | | | Just as a complete diagnosis allows for the correct |
| do? | | | | treatment plan, uncovering the root cause of |
| Written job descriptions that have a clear list of | | | | performance issues will help create the plan to make |
| responsibilities go a long way to setting expectations. | | | | the change. There may be multiple factors that are the |
| Understanding the duties of the job allows you to | | | | cause. At times, the only choice is making a change |
| reward the team member for excellence performance | | | | rather than investing time, energy and money in |
| and to hold them accountable when they do not | | | | something that is not going to last. |