However flat you think your practice is there are always layers. At the very least it will be:
🔺Partner(s)
🔺 Manager(s)
🔺 Team
It's there because it's needed. It exists, formally or informally, through job titles, responsibilities, qualifications, salary, length of service, skills and knowledge.
Hierarchy itself isn’t a problem. Whether it has a positive or negative impact is the important question. The answer to that is whether your behaviours and systems bridge the layers or amplify and reinforce them.
In the worst examples, where your behaviours and systems are amplifying and reinforcing the hierarchy, you'll find:
⚠️Slow decision making
⚠️ Poor communication
⚠️ Less employee engagement
⚠️ Low morale and satisfaction
⚠️ Poor staff retention
⚠️ Erosion of trust
The best examples, are when behaviours and systems are used to bridge the hierarchy, and in these practices you'll find:
🟠 Engaged employees
🟠 High levels of morale
🟠 Greater resilience
🟠 Better patient outcomes
🟠 Better retention and recruitment
🟠 High levels of trust and transparency
There will be a hierarchy in your practice, that's for certain. What you want to do is to ensure it has a positive, not a negative impact. It's pretty much all down to those at the top and some of the things you need to do include:
🔷 Understand and empathise with the views, feelings and challenges of others
🔷 Be engaged and interested in individual team members on a personal level
🔷 Encourage autonomy in all roles
🔷 Communicate openly and transparently in all directions
🔷 Encourage collaboration between teams and layers
🔷 Ensure there is equity and inclusivity in recognition and opportunities
🔷 Eliminate favouritism and bias
A hierarchy isn't bad, if you're doing the right things.
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