Interested in alternative perspectives and more dialogue about the case?
Check out additional participant discussion on Case Study 2: People Management .
This page includes previous original posts and follow-up responses that are no longer active on the main case study page. Lots of great thoughts and discussion here!
Have more to add or another question? Comment below!
Shannon Pukl · October 3, 2021 at 11:31 am
Devin was considering the easy option of finding a new team, but every work situation will face challenges. Devin has acknowledged the change in several team member’s performance as a result of the concerning company news. Her awareness of the impact for her team and knowing she needs to do something are essential qualities of a being great leader!
I recommend she start with principles from the Hawthorne studies with observation and engagement. Associates are likely concerned about the future of their positions. Engage with them in simple dialogue around objective observations in their performance changes and inquire about what’s going on or how they are feeling.
Listening, acknowledging, and then responding to the concerns can impact the other employees because they will feel noticed and cared for. The discussion can lead to conversations of what future roles might look like even if they are different from what the employees are doing now.
Josh Pukl · October 3, 2021 at 8:58 pm
Elton Mayo would be a great resource in this situation as it’s about making the employees know they are heard and appreciated in their workplace. Often times employees feel lost in the shuffle and even forgotten during high-stress initiatives or changes. By having conversations and not only giving feedback, but taking feedback as a leader will help her and the team immensely.
Josh Pukl · October 3, 2021 at 8:55 pm
This is a pretty challenging situation as a lead technician doesn’t always carry the authority that the pharmacy manager or PIC would in a setting like this. Therefore, it would be wise for Devin to manage up to her boss Dillon and try to encourage him to be resourceful in their current situation and win the challenges for today. There are several things they may not be able to control, but while they are still employed at the pharmacy, they should own their responsibility. For Devin, that means motivating and inspiring her techs then getting her manager to follow suit when they see the success of their momentum.
By setting goals per the Expectancy Theory and considering everyone involved, Devin can ensure she is giving the best chance of success in motivating others. She also needs to have honest conversations with herself and the staff about having the correct role fit for the position. As the business adapts, so do the employees need to adapt all the same.
As a result, Devin can provide feedback around their performance now and also build the information necessary for a very guided annual evaluation. By this point, she will have a firm understanding of their performance and if they wish to be part of the future or not. In doing so and leading the team, she can show Dillon the changes and movement possible through feedback and follow-up to encourage him as well.
Shannon Pukl · October 12, 2021 at 5:19 pm
Excellent point about managing up Josh! Devin is no doubt in a challenging situation. By widening her perspective and discussing how individual actions are playing into the larger objectives, she can hopefully get Dillon to see his effects not just on his team but rolling that up into the Dillon’s personal brand and impact on organizational goals. Modeling the changes and importance of effective feedback will lead to Dillon’s acceptance of Devin’s suggestions.
Amy Woods · October 13, 2021 at 7:10 pm
Excellent points, Josh!! I love your point about correct role fit for the position. A comment like reduced staffing can be such a scary thing and cause people to react in a variety of ways. Having honest conversations and keeping everyone in the loop as much as possible will reduce anxiety with the uncertain future and keep everyone focused on today. Open lines of communication are essential in this challenging situation!
Amy Woods · October 13, 2021 at 7:20 pm
I recall in the Feedback and Performance Discussions section that one of the greatest responsibilities a manager has is providing their employees with open, honest, and candid feedback on their job performance. Since Devin noticed Reynold’s behavior as out of character, it is so important to approach Reynold and provide this feedback. Show empathy and understanding for what Reynold is going through and help get him back on track. Who knows, the stress of possibly not having a job could increase anxiety and fear and make it difficult to get to work on time. You never know until you ask! It would be important to have a discussion on a path forward. Open lines of communication during uncertain and turbulent times is absolutely essential. I also have to commend Devin for managing himself. Daily self-management is so important, and the fact that he took time to reflect and pause before hitting send on another job application showcases what a inspiring leader Devin is.
Nick Bileck · December 8, 2021 at 12:55 am
Amy, empathy and open lines of communication I think are some of the most important qualities for a manager to have. If employees feel that they cannot go to their lead or manager for concerns they have, it can cause more tension and frustration in the workplace, which is the situation we see with Reynold and Devin. If employees feel that they are not heard and believe the company they work for does not care, why should they work hard for them or even work for them at all? Keeping an open, empathetic, attentive line of communication with a manager/lead is crucial for a thriving work environment and culture.
Nick Bileck · December 8, 2021 at 12:48 am
Devin is definitely going through a pretty difficult situation and finds herself between a rock and a hard place. In the future, if she sees that a solid employee is starting to exemplify some below-standard behavior, addressing it in a timely fashion can help get to the root of the problem and prevent it from getting to a more difficult point to resolve. Giving feedback consistently and over the course of the year rather than just once a year can address ongoing performance issues and hopefully solve them before they get out of hand. Devin should let her techs know that they can always go to her for any questions or concerns they have so she can address it in a timely fashion. Having a manager or lead that is approachable and attentive can make all the difference when it comes to addressing problems in the workplace.
Samantha Hanna · December 16, 2021 at 3:23 pm
Addressing things immediately is key! The longer you let a below-standard behavior continue, the more it will be viewed as acceptable by the employee of concern as well as others. I think having quarterly conversations at minimum with constructive criticism as well as acknowledgement of achievements is a great way to show that you are paying attention to their behaviors and appreciate their efforts. I say minimum because if something like this happens where an employee starts to slip into an apathetic attitude, this should be addressed even sooner than quarterly.
Kamal Althobaiti · May 11, 2022 at 6:55 pm
My response is similar to this. I genuinely believe that if such behaviors go unaddressed, the team will be weakened. Ongoing feedback will motivate others and help Devin avoid any lack of communication. Otherwise, no changes in behavior expected through the evaluation year.
Ruth Juul · January 31, 2022 at 6:20 pm
I couldn’t agree with you more Nick. It’s so important to pay attention and try to get to the root of the problem long before it gets to a difficult place. Communication and transparency with employees is so important to maintain that what-why link.
Samantha Hanna · December 16, 2021 at 3:20 pm
Devin is going through a difficult time that I think a lot of pharmacy employees have found themselves in during the past year. Since she has resolved to stick with her team and make the best of the circumstance at hand, I think the best thing she can do is have open, honest conversations with all of her colleagues. Having open conversations must include actively listening to the employees concerns and communicating what is being done to reasonably accommodate their needs. This will lead to a more trusting and transparent relationship between employees which lends itself to the department being more willing to work together and do their part.
Ruth Juul · January 25, 2022 at 6:25 pm
I believe there may be a break down in communication here, the what-why link is missing. I would start with Reynold and immediately discuss his recent actions, the reasons behind the upgrades in the facility and then leave things open for discussion. Waiting 5 months would be detrimental to the company as well as morale. I would create a safe space for Reynold to open up honestly. I would also acknowledge my mistake in not making the what-why clearer initially. Following I would speak with the entire team to clear up any confusion.
Healthcare Leadership Certificate · January 25, 2022 at 7:23 pm
Great thoughts ensuring the what-why link is clear for Reynold and the team! How could Devin also manage up and approach pharmacy manager Dillon about the situation?
Danny Sharara · March 20, 2022 at 2:34 pm
Ruth, I think you hit the nail on the head with identifying the situation in terms of a breakdown in communication. As you put it, the what-why link is missing for Reynold, and thus he is interpreting and making meaning of these changes based on his fears (and understandably so). Also agree with owning the breakdown in communication through a sincere apology that can go a long way towards repairing a potentially fraying relationship between Reynold and the team.
Melissa DeMarco · August 3, 2022 at 4:23 pm
Definitely should not wait to have discussions, who knows how much will change in the 5 months! Communication needs to happen now with Reynold and it seems like communication from up the ladder seems to be lacking and more information is needed about the changes that will be happening before addressing the entire team. Would you be willing to clarify why Devin should apologize? It doesn’t seem like she was even given the information to communicate anything about the changes to her team. Dillon needs to take some responsibility here as well to provide information to his team and boost morale.
Lisa · August 17, 2022 at 5:46 pm
To reiterate with Melissa, waiting 5 months for annual review will decrease performance and confidence in management. It is important that Devin takes the time to prepare for the evaluation of Reynold. Then, clearly recap with what is expected in the future and finally ask for feedback during these changing times in the company. Devin respects her team and needs to keep everyone with clear expectations for the [pharmacy to continue to run smoothly.
Danny Sharara · March 20, 2022 at 1:59 pm
I can appreciate the difficulty of Devin’s situation. In Devin’s position, some of the more important interventions to implement early own – both with Dillon and others is to establish more regular and open lines of communication. Specifically, the goals of more regular communication (i.e. giving and receiving regular feedback throughout the year) is that Devin would be in a better place to understand employee frustration earlier on in the process. Another benefit of these more regular meetings would be that Devin would be in a better position to communicate the what-why link to Dillon so that these changes can be reframed and contextualized. At the same time, Devin can communicate empathy towards Dillon and allow him to feel validated and understood while also communicating her expectations.
Heather Lindell · May 18, 2022 at 8:26 pm
Hi Danny,
Good call on the what-why link. Establishing a regular open line of communication would also be helpful in this case as you mentioned. During times of change, it is important to communicate factual information with the team and quickly address misinformation/disinformation. They also have an opportunity to learn new skills.
Kamal · May 11, 2022 at 6:46 pm
First, Devin must not wait five months in order to discuss Reynold’s actual performance. To motivate them, she may provide an honest and open conversation with Reynold (and others). She may establish what expected performance in a timely manner. This is as important as it might weaken the trust of others, especially if Reynold’s performance was not addressed on time. Devin may talk to Dillon, so he must be reminded that managers should be a source of influence and inspiration.
Heather Lindell · May 18, 2022 at 8:19 pm
Devin is the employee you want to have on your team; she loves her job and is motivated to help the team function in a positive forward direction. Unfortunately, Dillon’s language is creating a negative response. It is important for Devin to ‘manage up’ and communicate with Dillon. She can express a counter narrative verbalizing and role modeling positivity (Bobo Doll experiment). She has a great opportunity to practice change management skills during this time by preparing her team for learning new technical skills related to robotics and aerial deliveries. She can identify employees having an interest in these technologies and begin professional development learning more as well to better support her team. She needs to have a candid, documented crucial conversation with Reynold. He seems to be exhibiting passive aggressive behavior and she is right it may begin to influence the rest of the team. He may have something going on at home, have an underlying condition, have fear of change, or other situational burdens. Speculating helps no one. Getting to the root of the problem (e.g., fear of change) and addressing with goals, performance clarity, and performance expectations is a proactive approach for getting the team back on track. Offering timely and consistent feedback to Dillon (managing up) and Reynold (managing across) is a positive step. She could use the SBI feedback model (situation, behavior, impact) to help guide her.
Melissa DeMarco · August 3, 2022 at 3:43 pm
Devin again needs to express her concerns to Dillon and put it in perspective that the team needs positivity or even ask if Dillon can get more information about the change and timeline. If he is still resistant, then Devin needs to reach out to Dillon’s supervisor or HR and address her concerns. Since Devin has the authority to do the annual evaluations, then she should not wait until then to provide feedback to Reynold about his new habits and continue to provide continual feedback in the future. Without it, the team may think that their actions are going unnoticed. A team meeting to address everyone’s questions and concerns about the changes and current work environment would also be helpful.
Lisa · August 17, 2022 at 5:26 pm
Devin needs to provide clear communication with her team to ease concerns and negative attitudes. I would suggest weekly meetings with the entire staff on the status of new company developments and possibility new opportunities for staff as the workflow changes.
Devin can try different techniques to motive and inspire her staff with two-factor motivation or expectancy theory. Basic needs of the employee need to be satisfied before we can ask them to perform at a higher level. The What-Why Link of the job needs to be reaffirmed so employees understand their current and future role with the organization.
Devin needs to move up annual evaluations with her staff and as well as give immediate feedback for both positive and negative behaviors. Postponing feedback in the current climate would be detrimental and perhaps to lead to a decrease in total staff performance.
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