Ask HR: How to Foster a Collaborative Mindset

SHRM President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, answers HR questions each week.

Do you have an HR or work-related question you’d like him to answer? Submit it here. 

I’m a veterinarian. How can I motivate my team to collaborate more effectively, embrace accountability, and prioritize our shared goal of providing excellent patient care rather than focusing on individual interests? —Carl 

Building a collaborative and accountable team starts with reinforcing a shared mission: in your case, providing exceptional patient care. As a veterinarian, you understand that a well-functioning team is essential to delivering the best outcomes for animals and their owners. Helping your team see the bigger picture and their role in it can shift the focus from individual interests to collective success.

Start by fostering a culture of purpose and alignment. Remind your team why they chose this profession in the first place: their passion for animal health and welfare. Share success stories and client feedback to reinforce the impact of their work. A visible mission statement in the clinic can serve as a daily reminder of the team’s common goal.

Collaboration thrives on clear communication and shared accountability. Consider implementing:

• Daily huddles. Have a quick check-in each morning to align on priorities, discuss challenges, and ensure everyone is on the same page.
• Cross-training. Encouraging team members to understand each other’s roles promotes mutual support and eliminates silos.
• Defined responsibilities. When everyone knows their role and how it contributes to the bigger mission, they’re more likely to take ownership and work cohesively.
• Team goals and recognition. Set collective benchmarks, whether toward improving efficiency or patient outcomes, and celebrate those achievements together.

Finally, leadership sets the tone. Lead by example: Demonstrate accountability, a patient-first mindset, and a willingness to collaborate. Provide opportunities for professional growth, encourage open feedback, and show appreciation for hard work. When your team members see that their contributions matter, they’re more likely to embrace accountability and work together toward the common goal of excellent patient care. 

Our manufacturing facility recently laid off 10% of the plant’s staff. Our operations manager hasn’t revised our production targets despite the recent force reduction. Shouldn’t they adjust our goals? Should I let them know? —Angela 

Layoffs impact not just those who leave but also those who remain. It’s understandable to wonder whether your production targets should be adjusted following a workforce reduction. Ideally, leadership should reassess goals and communicate any changes, but, in some cases, they may still be evaluating how to redistribute responsibilities before finalizing new targets. They may also want to establish a performance baseline for the remaining workforce before reformulating their production goals.

Since the success of any operation depends on both individual contributors and management, raising your concerns with your operations manager could be helpful. They may appreciate feedback from those directly affected by the workload. Consider asking questions such as:

• Will production targets be adjusted given the reduced workforce?

• How does leadership plan to support employees in meeting goals with fewer resources?

• Are there plans to redistribute responsibilities or implement efficiency improvements?

• Is there a communication plan informing employees about the next steps?

• What tools, training, or resources are available to help the team succeed?

Approach the conversation with a solutions-oriented mindset. If you have suggestions on how to improve efficiency or manage workloads more effectively, share them with management. Layoffs create uncertainty, but open communication can help align expectations and ensure the remaining team members feel supported in meeting operational goals.