The Critical Conversations

Throughout my career in health care, I have been well served by those individuals who possess candor and integrity in their communications with superiors and subordinates. This candor helps assure that the type of feedback given and received is the basis for "The Critical Conversations." These are the conversations that we all need to have, but are sometimes reluctant to deliver or to receive. While these conversations are important no matter your role in an organization, they become even more so as you rise to any senior executive position. Why is it, then, that these conversations become less frequent?

When I took over a new chief executive role, the best COO I have ever worked with asked me, "OK, who in the organization tells you to sit down, shut up and listen? " Some of his excellence in organizational effectiveness was due to the fact that whether it was me or one of his subordinates, he was always candid and truthful in his assessment of their judgment and decision making capability. Let's face it, people want to know where they stand in the organization, whether it is positive or negative. Delivering that message isn't always easy, but often needed. This guidance is an important part of helping employees develop and grow their skills and build on their strengths.

When colleagues are prepared to offer candid and constructive criticism, it shows a desire for the success of the entire team and therefore the organization. Positive and constructive communication can help avoid confusion and a lack of clarity with regard to roles, expectations, performance and outcomes. Additionally, forthright communication saves precious time while lending to the culture of the organization a level of transparency that builds teamwork and cooperation.

So, the next time you are engaged in a situation that could be enhanced by a "candid conversation"- do the right thing. You and your organization will be well served.

Andy Allen
Senior Vice President