Is Complacency Impacting the Health of Your Practice?

Recently we’ve discussed the importance of being intentional with your actions. Specifically, the actions related to your staff. This week we’ll look at inaction which I define as complacency and the impact on staff morale and practice results. For example, when a staff member has been a part of your team for an extended period of time and their performance becomes poor or erratic. A complacent leader may believe that addressing the performance requires too much effort and so they ignore it. This inaction can be contagious.

When the rest of your staff witnesses a staff member consistently perform poorly, whether it be tardiness, quality of work etc., without consequences, they are discouraged to perform their responsibilities at their best. Inevitably, the responsibilities of the weaker staff member may be taken on by others. Over time the stronger staff members become resentful of the additional work that they must complete to cover for the poor performer. Their efforts to perform at a high standard will eventually be replaced with apathy.

Accountability requires intentional thoughts and actions and is necessary to prevent the complacency syndrome from progressing through your practice. Consistent recognition of successes and regular discussions to address failures drives staff accountability. Hiring, training, and holding people accountable requires consistent intention and that’s why our clients implement strategies that compel organic accountability. Strategies focused on communication and key performance indicators ensures that no one on your practice staff is complacent contagious.

Driving performance is intentional and ignoring behaviors which don’t align with your values and goals has a negative impact on the rest of your staff and your practice results. If you’re ready to move your staff and practice forward, contact me at smays@impactpracticeconsultants.com.