“Praise Publicly, Correct Privately” is an inclusive leadership approach that helps leaders establish a culture of trust and effectively communicate with their team members. I first learned the concept decades ago when I read, The One Minute Manager by Ken Blanchard and Spencer Johnson. Praise Publicly, Correct Privately changed the way I lead others. In fact, it changed the way I interact with the world. Praise Publicly, Correct Privately isn’t just good leadership advice; it’s also just common sense. But sometimes common sense isn’t all that commonly practiced…
I witnessed a situation today that runs counter to Praise Publicly, Correct Privately. Calling out someone in front of a group, especially when you are in a position of power, does not reflect on the person being shamed as much as it reflects on the person doing the shaming. It is astonishing how quickly positive energy and enthusiasm can dissolve into awkward silence and injured retreat. Repair can certainly happen, but it’s hard to “unhear” public shaming. A high-performing team has plenty of room for light-hearted jokes. But how do you know when the line is crossed from light-hearted to heavy-handed? I’d love to hear your thoughts on the difference. Thoughts to begin the conversation:
When people are praised for their work in front of others, it can have a powerful effect on their motivation and productivity. On the other hand, when people are criticized for their work in front of others, it can be demotivating and damaging to their self-esteem.
The key to effectively using this technique is to understand when and how to use it. When praising a team member, it is important to be specific and to highlight their specific contributions to the team. For example, instead of simply saying “good job,” it is more effective to say “I really appreciate how you took the lead on that project and made sure it was completed on time.” This type of specific feedback helps the team member understand what they did well and how they can continue to improve.
When correcting or giving feedback/feedforward to a team member, it is important to do so privately and in a constructive manner. This means that the criticism should be focused on specific areas of improvement and should be delivered in a way that is designed to help the team member learn and grow. For example, instead of saying “you did a bad job,” it is more effective to say “I noticed that you struggled with X and I think it would be helpful if we worked together to improve this area.”
Praise Publicly, Correct Privately helps to create a positive and supportive work environment. When people feel that their work is appreciated and that they are being given constructive feedforward, they are more likely to be motivated and engaged in their work. Additionally, this technique can help to improve communication and trust between team members and leaders.
I would love to hear your ideas on Praise Publicly, Correct Privately.
Join me in a conversation with Mark Doyle from The Method, where we discuss the the challenges and opportunities of patent centricity in healthcare.
IS IT OK TO BE PATIENT OBSESSED? – SUPPORTING PHARMA TO IGNITE AND DRIVE THEIR PATIENT CENTRICITY STRATEGIES
See the article from The Method website DECEMBER 16, 2021 BY CLAIRE
“WE ALL KNOW THAT PUTTING PATIENTS AT THE HEART OF CARE WILL ULTIMATELY LEAD TO BETTER OUTCOMES. BUT WE ALSO KNOW THAT BECOMING TRULY PATIENT-CENTRIC IS NOT ALWAYS EASY.
THE PROBLEM WITH PATIENT CENTRICITY
Mark Doyle, creator of A Life in a Day, hosted a lively and interactive Zoom webinar with Susan Hendrich, Learning Director for Respiratory, Immunology and Infectious Disease at AstraZeneca, about the problem of patient centricity.
Mark and Susan spoke about the barriers to achieving patient-centric working within the pharma industry. From the danger of sacrificing the patient voice for commercial goals and making it meaningful for each and every person within the sector to the difficulty of measuring patient-centric impact.
As one of our clients, Susan is understandably passionate about putting patients at the centre of everything she does, and shares real insight into what patient centricity means to her and how she approaches it in her work.
A major highlight of the session was Mark’s provocation that the term ‘patient centricity’ may in itself be a barrier to achieving it. He posed the radical question of whether, to achieve real patient centricity, we need to find a new term that inspires and motivates change. Acknowledging that the term is contentious and provocative by design, Mark suggested that perhaps we could achieve the goal of patient centricity if we replace it with ‘patient obsessed’. It certainly led to some interesting and thought-provoking conversation!
WHY WE SHOULD BECOME ‘PATIENT OBSESSED’ INSTEAD OF PATIENT-CENTRIC
During the webinar, Mark presented his concerns about the term ‘patient centricity’. With no universal definition, it can be difficult to associate patient centricity with your own work and risks becoming nothing more than a tick box exercise.
“If everybody was truly obsessed with the patient and helping [the] patient, it has the potential to do what patient centricity says it will do, which is to radically alter the treatments, the clinical trials, the way research is conducted, the way it’s communicated to patients, the way hcps interact with patients. I believe it could radically alter and ultimately improve the lives of patients, which is what patient centricity is supposed to do….I just feel like maybe we need to push it a bit further and reignite the benefit and enthusiasm of it.”Mark Doyle
Susan agreed with the idea of being much more focused on the patient and challenged the audience to look at ways they can push this within their own companies. If a business makes the patient its focus and all activities stems from that, the corporate gains will come.
To unlock the potential of patient centricity the industry must go further. The most successful companies will be those who are able to equally balance patients’ needs with commercial goals and operations, making both a priority.
Simon Sinek talks about the importance of being able to fall.
Thank goodness. Because I fall. I fall a lot.
￼I fell last week. It was a mistake, but I am responsible for it happening and for the upset that it caused. ￼
Even though I try my best to be a great leader by lifting others and shining a light on their path so they can succeed, sometimes I end up being an obstacle in their path. It doesn’t feel good to make a mistake or miss a mark or disappoint someone. That’s the first arrow.
But the second arrow is ￼dwelling on that mistake instead of taking accountability, learning from it, dusting yourself off, and moving forward. ￼￼￼ Like my mentor once said, “Take the hit, then, bounce.”
Did you know that Babe Ruth struck out more than 1300 times? History doesn’t dwell on that fact. History remembers his home runs. And Babe Ruth didn’t dwell on those strikeouts. In fact, ￼his philosophy was that every strikeout brought him closer to his next home run.
The concept of being willing to fall ￼reminds me of the universal celebration that erupts when a staff member drops a glass￼ in a restaurant.
What happens at a restaurant when a server drops a glass and it shatters on the floor? ￼
￼Fellow restaurant staff cheer and clap! Why? ￼ here’s my theory:
Most people are just trying their to do their job￼ to the best of their ability
Everybody makes mistakes
A team is a village that takes care of its own
Take the hit, then bounceWhen we feel safe to FALL—to have the Freedom to Live and Learn without the fear of humiliation orloss of status, the world is a bet￼ter place.￼
What would be different if next time you were to ￼celebrate when you FALL? ￼ The moment when something goes awry is a chance for the culture to be tested. Use it as an opportunity to demonstrate grace, invite experimentation, and celebrate the effort it takes to clean up and start again. And remember the Japanese art of Kintsugi, where we can become stronger in the broken places. ￼￼