Our last post discussed thinking like a teacher. Today, we discuss how Quality can be part of the team that succeeds or fails together.

In my role, I help companies remain compliant and people remain sane. At the core of this, I must be able to build trust and collaboration among many different people, and one way to achieve this is for me to build great teams. That means educating and training people so they understand what it means to be compliant and always be thinking about Quality.  This approach allows people to understand their role in the company’s compliance and overall success.

Much is written about high-performing teams and the commitment to mutual respect and safety that removes the “us-vs.-them” dynamic. Charles Duhigg, a Pulitzer-prize winning New York Times journalist and author wrote about what Google discovered when it dissected how great teams tick. I boiled it down to five questions I ask, as a Quality leader, to measure and determine how viable is the “Voluntary QA” team dynamic.

So as the Quality leader for my clients, do I:

1. Help people feel safe talking about Quality issues?

Harvard Business School Professor Amy Edmondson defines psychological safety as a ‘‘shared belief held by members of a team that the team is safe for interpersonal risk-taking.’’ Does the team have ‘‘a sense of confidence that the team will not embarrass, reject or punish someone for speaking up’’?

Can people take risks, ask questions or communicate mistakes without feeling as if they will be punished? Are teams more focused on fixing problems or trying people in open court and affixing blame? Does Quality help promote a climate characterized by interpersonal trust and respect?

2. Help people succeed with quality issues?

Does Quality educate and inform employees so they know how to remain compliant and what actions to take issues or concerns arise? Are there clear channels of communication? Do people know when and how to elevate issues?

3. Provide clear structure and clarity so people know what to do?

Is training and education comprehensive? Do people know what procedures they must follow? Are there detailed materials that allow people to learn and understand how things work so they know the roadmap and can navigate the waters?

4. Instill what Quality means for people and what they do daily?

Do employees know how Quality fits in to their daily lives? Are they able to understand and articulate the mission of quality that provides meaning? Is there a similar commitment from company leadership? Or is Quality merely a nebulous cloud that descends without warning or just cause?

5. Help employees to know and understand/embrace Quality’s positive impact? Do they see their value in – and the value of – Quality?

Do they embrace and understand the belief that everyone is part of the Quality? Is there an acceptance for the policies and procedures? Can they push back or challenge such notions in a constructive manner so processes improve? Is Quality seen as an ongoing Continuous Quality Improvement (CQI) process or merely a rigid control?

Quality is not just something you do, but something you are – it is a value and a core belief instead of a checkbox. If you approach people in a way that is collaborative and engaging – and they feel invested – that is half of the battle around compliance.

Remember that compliance is a team sport. Nobody wants to feel like a checkbox. Value your people and help them become a winning team.

P.S. This article “9 Signs of Quality Teamwork,” is another way to think about values that can help your Quality Department make a greater impact on company culture.

Next Time:

Lesson 5: Get out of your office, do “Retail politics,” and campaign for Quality