7y
Thank you for sharing these thoughts and ideas. I really appreciate the work you've done as part of such a high-performing part of Health Catalyst, in APR, through the duration of the time we've been directly responsible for the work of the APR organization. Your work matters -- I reference the effectiveness of APR in partnering with Allina frequently as an important example of what is possible.
Thanks for also asking the question regarding what to do regarding providing constructive feedback. Let me offer two suggestions. First, if you feel you can, I would encourage you to seriously consider setting up a 1:1 with each EL where you have observed some issues, and respectfully share the feedback directly with each of them. This will take significant courage -- courageous transparency, and it will likely be helped by practicing what to say beforehand. Our colleagues in people operations are great thought partners and practicing partners where you could practice how to provide this feedback in a respectful way and also a courageously transparent way.
Recently I needed to share some difficult feedback with a long-time colleague I love and respect, but whose behaviors had caused some difficulty for some team members. When I pondered who should share this feedback and how it should be shared, there was part of me that wanted to ask someone else to share the feedback, because those are really difficult discussions. But it felt more respectful and appropriate for me to do it, and it felt like an important part of trying to abide by the Golden Rule -- it's what I would want, if I needed to receive constructive feedback. It also often helps to share the feedback face to face if possible, and provide time and space to listen to the response and perspective of your colleague, after you've shared the feedback.
There are situations in which this is not possible. You'll have to be the judge of this particular situation. If that is the case, there are some alternative options. Here again, people operations can be really helpful, and the other alternative option would be to share the feedback with Mike Doyle (head of APR). In these scenarios, it's also really helpful to practice, and to keep a focus on the behavior, with a choice to assume positive intent, and a belief that we all can improve.
Also, I really like your suggestion about an annual opportunity to step back and evaluate what has gone well and what could be improved. We do that each year as a leadership team, as part of the planning process, but perhaps there are other systematic ways we can build that reflective, introspective step into every part of Health Catalyst. I would encourage you to share that suggestion with Mike as well, for APR.
Finally, thank you for your nearly four years of committed contribution to the mission of the company. The improved outcomes that you and your colleagues have enabled for our partners at Allina is truly worthy and incredible. I look forward to continuing our shared work in the months and years ahead! Best, Dan
