hange is disruptive, and the current pace feels even more bewildering. It brings to mind “a trendy managerial acronym: VUCA, short for volatility, uncertainty, complexity, and ambiguity, and a catchall for ‘Hey, it’s crazy out there!’” We have moved from a rapidly changing industry to one that the military describes as VUCA. In times of emergent change, it is easy for teams to become paralyzed waiting for clarity and direction. The antidote to the VUCA environment–more vision, trust and connection to meaningful work.

For Cynthia McComber, authentic teams are respectful, have a common purpose and are focused on improvement. Team members are invested and take pride in their work. They want to shine and they want their team to stand out. Sounds great right? McComber shared her method for building resilient teams.

#1 Start by listening

For me, connecting starts with listening. You can’t learn anything if you are doing all the talking. I want to get to know our employees as individuals - they come from different backgrounds and experiences, have different goals and dreams. Their home lives can be a source of support or stress to the work we do every day. You want to be in tune with your team and their individual lives so that you can be there when the team needs you. Here is an example: Just a few weeks ago I was visiting with a new MA in one of our clinics. As I was getting to know her, she shared that she had lost both of her in-laws since starting this job. Her father-in-law hadn't even been buried when her mother-in-law passed away, and neither one of them had been ill. What was so powerful to me was that she felt this tremendous support from the clinic staff and leadership. She is bonded to this group of people now because they have been so supportive. Isn't this what it's all about? Caring for the team, creating loyalty as we develop relationships prepares us to care for the next patient that steps into our lives. We're all human beings.

#2 Ask for their perspective

Once you know your employees, you can help them understand how important their work is. Every job is important to taking care of our patients. We want every person on our team to excel and to shine in their work. Once employees feel respected and recognized, they will take the opportunity to learn and grow in their jobs. I share how success is measured. When they understand our goals and direction, they start having ideas about how we can get better. Healthy competition and a desire to improve is contagious.

Asking employees for their perspective, input, and ideas is powerful. It helps you as a leader. It’s so important that we spend time with our team side by side, seeing the work in action. Then you can ask those important questions, “how would you make it better?” or “why do you think this happens?” Once employees see that you really are interested in their ideas, they won’t make you wait to ask. They will start bringing problems, ideas, and creative solutions to you. Give your employees a venue to be creative and develop their ideas. Be prepared to let them try.

#3 Understand physician needs

A manger cannot sit in their office and build relationships. Building relationship with providers can't be popping in and saying, "Hey, how's your day going? If you need anything, give me a holler." A manager must actually get in, roll up your sleeves and show the physician you are trying to understand what their needs. The only way you can understand their needs is to be side-by-side with them. In all my clinics, the majority of physicians will tell you that the managers are present. Physicians want to see engagement, they want to be heard, and they want to feel that they have a voice. Communication is key to building those relationships.

4 Revisit your passion, preferably as a team

Our focus in uncertain times is motivated by keeping the patient the center of everything we do. I remind employees that they individually have the power to change a patient’s life during the time they are together. I want each and every team member to ask themselves, “How can I make a difference?” I remind them how fortunate we are that we are given this opportunity with every patient that they come in contact with every single day.

Every quarter, we host grand rounds for our departments (medicine, surgical, specialty clinics and endoscopy services). During those sessions, we try to drive this message home through compassionate stories, playing games, creating videos, etc. We have had physicians, patients, and employees speak to the staff sharing the story of their care. In those stories, the staff are able to see the positive impact their work has on our patients and it does get emotional. They can see themselves making a difference, which often leads to wanting to do more. There is definitely an emotional drive to what we do.

* Adapted from The Power of Beliefs in Business: How What We Believe Alters What Happens at Work Every Day , by Ari Weinzweig