By: Susan Boydell | sboydell@barlowmccarthy.com
Two absolutes in the world of physician relations – change is inevitable and success is so talent dependent. Yes, we need a good strategy, good data and a good way to quantify our impact. But even the best data can’t compensate for the field talent’s effectiveness in delivering results. Now for the real gut punch – field talent can be the most resistant to change.
Why is that? In all honesty, it’s not just field talent, but people in general. You are likely aware of the series of emotions people go through when responding to change. From complete denial to anger to consideration to finally, “I’m on board!” Everyone moves through that cycle at their own pace and it’s important to understand where each of your team members is because, as leaders, we need to help each one personally through the transition.
Let’s walk through a few tips and actions you can take to help your field talent through the various phases of the change cycle. Many of these statements will look familiar whether you are a liaison or program leader.
- “I can’t believe they are doing this.” This always happens right up front when the change is first discussed. Be prepared for team members to be distracted, causing focus and performance to stall.
What to do:
- Share the reasons for the change in as much detail as possible. Explain why the change is necessary and what reward can be achieved by engaging in the journey
- Use language that is meaningful and relevant to the team
- You can never say it too much
- Encourage feedback and participation in the change rollout
- “This won’t really happen.” This is the classic denial stage. With denial, you will also see anger and frustration. This can be a recognizable phase even in leaders.
What to do:
- Help the team see what parts of the job in the past won’t be effective in the future
- Emphasize the details of the change. Break it down into bite-sized steps focusing on what to expect first
- Don’t take it personally and empathize when you can
- Consider 1:1 meetings with those that are struggling the most
- “I don’t care anymore.” This happens when the team doesn’t feel heard and realize that the change is happening despite all the pushback. This is often called the depression stage. Once they understand that the change is moving forward, they will often want to negotiate on the newly defined expectations.
What to do:
- Communicate exactly what tools and resources they will be given to ensure they are set-up for success. This could be additional training, coaching, or maybe even a new PRM tool for tracking
- Only negotiate on the new expectations that are truly negotiable
- Reinforce the impact this change will have on the organization and with senior leadership
- “I think I can make this work.” This is a clear sign they are moving in the right direction. They will be more positive and more engaged in the implementation process. You will know they are on board when they offer positive input and are willing to help others through the change.
What to do:
- Recognize their accomplishments and their role in making the transition successful
- Ask them to participate and offer input in areas that still aren’t working
- Share wins with the team and other leaders throughout the organization
Change is tough – for your team and for you as a leader. But, it is also a part of our jobs that will always be there. If we continue to work our change muscles every day, we will get better and better at it.
We help teams like yours with issues like these everyday. Is there something your team is lacking? Please feel free to reach out and we can connect to discuss. You can reach me at sboydell@barlowmccarthy.com.