Osmosis: How to build a high performing team (part two)

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The process of osmosis involves learning through direct exposure.

It's a subtle form of learning - but the most authentic.

The way a leader behaves on a daily basis dictates the environment around them.

Leaders who fluctuate, between states of high highs and low lows, create turbulence.

The less stable the leader, the less stable the environment.

The less stable the environment, the less stable the business.

This is very clear during periods of crisis.

Team members look to their leaders for stability.

Stable leaders build stable teams.

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The opportunities we take (and miss)

The biggest opportunity you have is to turn up everyday and put your best foot forward.

As a leader in your business you set the standard.

This is the biggest lessons I learned during my startup year.

The standard is hard to maintain.

When a business is in a state of flux, little things can often get forgotten.

For your clients coming through their experience should always be seamless.

One of my standards was always having clean workspaces.

This meant clean treatment rooms, a tidy gym and a neat reception area.

It's military, but sometimes it's necessary.

The habits we build.

There is an amazing speech online by Admiral William McRaven.

He talks about the importance of making your bed in the morning.

Why starting your day with a task completed filters through the rest of your day.

Why on your worst day, you at least return to a well made bed.

I like to take this a step further.

The state of the spaces we present to our clients reflects on us.

Osmosis in service standards.

Service standards are most obvious in restaurants.

When someone walks you to your table.

Where the cutlery is, where the napkin goes.

The little rituals that create the dining experience.

I once had a massage therapist who used to take a good 10 to 15 minutes to prepare her room.

She was a perfectionist.

It was irritating to say the least.

Especially when clients were kept waiting.

But over the years I grew an appreciation for her skillset.

The meticulous care she gave to her space was also reflected in her treatments.

It set the standard.

The Osmosis effect

As a leader you are always being observed.

Much like being a parent.

Your people will watch you, they look at every aspect of your behaviour.

And they copy it.

How you dress tells your staff how to dress.

How you respond to queries tells your staff how to respond to their colleagues.

The way you treat your admin team very much dictates how your therapists will treat them.

I was not prepared for this level of scrutiny in my first clinic.

And I failed miserably year one.

I was always exceptional with clients, and had these high standards.

But as a therapist, I was used to switching off when the clients left the room.

Being myself, having a laugh.

I wouldn't take things seriously when I was in my treatment zone.

And my team members, admin in particular, grew quite frustrated.

Unfortunately, as a leader - you can never truly switch off.

You can have a laugh with your team anytime, but you have to remain on.

Your people are as much your clients as your patients are.

Like swearing in front of a toddler, the moment you drop your standards... people notice.

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The clinical role

I saw a great post from Dr Kieran Richardson last week on what he does when he has a full patient list.

Your patient needs an appointment sooner but can't get in with you.

His suggestions were:

1. Set a plan.
2. Pass on the patient to a colleague.
3. Allow that colleague space to provide pragmatic advice and management.
4. And review the patient again in 4 to 6 weeks.

This really resonated with me.

You don't have to be a specialist therapist to work this way.

It also shows trust, that you trust your team.

Building that trust is the foundation to building their confidence.
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Rather than hoarding complex clients, work in a consultative fashion.

Allow your clinicians to grow by seeing what you assess, what areas you treat, what you prioritise.

Involve them with your clients.

I would often pass on long term compensable clients for this reason.

They present a fantastic learning opportunity.

They also give stability to a new therapists list and offer up an easier opening.

Discussing a client you have had challenges with, often facilitates more open dialogue.

It embraces the vulnerabilities.

No therapist is perfect, not all clients magically improve.

Sometimes we have to work for it.

Your staff get a behind-the-scenes look at your thought processes.

They get an opportunity to learn through osmosis.

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Setting high standards

Where I have always been uncompromising is on non-clinical standards.

Within the realms of clinical care therapists will make mistakes.

There are times when they will not assess the right things, or they may overlook a diagnosis.

These are normally parts of learning what is often a new skill to many.

And the growth that occurs at a clinical level makes practicing physiotherapy wonderful.

However, the standards one sets at a non-clinical level need to be uncompromising.

Little things go a long way to making a big difference to performance.

Small habits create exponential returns:

• Running on time
• Walking patients to and from the reception area
• Using a clients name and always greeting them with a warm smile
• Writing effective treatment plans
• Sending exercise programs
• Responding to emails promptly

These little things go a very long way to creating positive outcomes for clients.

They ensure clients feel respected.

It elevates the work that we do to a professional standard.

These professional standards are set in place through osmosis.

They filter through very easily.

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Serenity, now

One of the values I loved from a previous employer was serenity.

I love the idea of serenity.

It's the quiet confidence that a practitioner has in their skillset.

It means people aren't rushed.

They have time to tell their story.

When that person is in front of you, everything else can wait.

It's their time.

It embraces the 3 C's

• Confidence
• Calm
• Charisma

The 7-38-55 rule

93% of communication is non-verbal.

This means what you are saying, is of such minimal importance.

Compared with how you say it.

You've been trained to observe our clients body language.

You deal with people on a daily basis, and you know how to respond accordingly.

If it looks like someone is about to get upset, you slow down.

Speak in a soothing, calm voice.

Create an environment where the other person is relaxed.

They say you can measure a persons anxiety by how anxious they make you feel.

But you manage to stay relaxed.

Maintain the serenity.

It's a skill in it's own right.

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Building high performance

To build a high performing team people need to know your minimum standards.

What is expected - but also what you won't tolerate.

This learning occurs through osmosis.

From your body language and tone primarily.

Minimum commercial standards can be set high.

Over time minimum clinical standards, essentially the bar for performance, can be raised.

Create a culture that consistently raises the bar and watch what happens.

Watch as your team being to embody high performance habits.

Habits like choosing to be 1% better every day.

When you get 1% better every day, the sky is truly the limit.

If you've enjoyed reading this, I encourage you to have a read of part one.​
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