Praise Publicly, Correct Privately

“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.

The Problem with Patient Centricity

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.

Love wins – when we get outside the bubble

Are you actively working to ‘Escape The Bubble’ And Learn From Opposing Views?

As Nelson Mandela taught us, “The best long-term strategy for victory is love.”

Tell me what you are doing to escape the bubble and hear “the other side“ in your attempt to navigate the world?


https://www.forbes.com/sites/rodgerdeanduncan/2019/07/09/escape-the-bubble-and-learn-from-opposing-views/

Micro-moments: Putting content at key decision points

So many “micro-moments” in a day…comeinwereawesomesign

I want-to-know moments, I want-to-go moments, I want-to-do moments, and I want-to-buy moments.

These are the decision moments that consumers encounter throughout the day when they experience a want or perceive a need for themselves.

Think with Google writer Sridhar Ramaswamy says,

Today’s battle for hearts, minds, and dollars is won (or lost) in micro-moments—intent-driven moments of decision-making and preference-shaping that occur throughout the entire consumer journey.

For example, you check into your hotel in an unfamiliar town, and you’re hungry. You don’t know what’s available, but you’re looking out the window and you notice a “restaurant open” sign. You wonder what they serve, and if it’s any good. Suddenly, you turn your head and notice that there’s a brochure on your hotel nightstand with that restaurant’s menu, which proudly mentions of its five-star rating on TripAdvisor. You’re a consumer. You’re hungry. And this is a decision moment. Guess what you’re doing for dinner!

These micro-moments can be game changers in the capability-building world, too.

Think about it. Learners are consumers, too. And learners have countless decision moments…I-want-to-understand moments, I-want-to-know-how moments, that drive their choice to engage, or not, with your content.  How can you design and deliver your content so that it’s available at the point of need—the precious micro-moments when your learners are ready and looking?

Read more about micro-moments in the Wall Street Journal and stay up-to-date on the latest insights and research at thinkwithgoogle.com/micromoments.

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YOUR TURN!

Please share comments with your ideas for saving time and energy.

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About Dr. Hendrich

During two decades of leading teams toward extraordinary results in health care, pharmaceutical, arts & cultural, university and military organizations, Susan Hendrich has always been inspired by the stories of people achieving uncommon results through perseverence, positivity and prying opportunity from challenge. Susan’s mantra is “ganbatte kudasai,  which means, “Always try your best.”

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