Great communication plays a vital role in solving almost every problem in the workplace. How well leaders communicate has everything to do with how well employees engage in their work, how they take feedback, and whether or not they feel a sense of meaning and purpose. This type of communication is incredibly hard. It doesn’t come naturally to most.
Acceptance to medical school is the first step in a long journey for physicians. As the odyssey unfolds, classes and patient interactions reinforce the joy of medicine and with this comes the realization that a life-long pursuit of clinical excellence is a given, not an option.
Have you ever noticed that when things don’t go well, there’s always a meeting afterward? It’s typical for companies to do a deep dive, analyzing step by step what went wrong and how to fix it. We spend a lot of time, energy, and heartache focusing on what goes wrong.
There is nothing wrong with this: troubleshooting problems, creating solutions, and infusing them into your processes and procedures is critical to helping your business get better and better. However, it’s only one side of the story.
We are often hesitant to admit we don’t know something. Rather than saying, “I don’t know,” we often give an answer thinking the boss will think less of us if we don’t know. That fear forces answers that sometimes need more thought or research. The reality is that saying, “I don’t know,” or I need a little time to think it through will make your boss and colleagues respect you even more.
The ever-changing healthcare environment has presented a unique opportunity for physicians to expand their leadership outside of traditional medicine. This new landscape presents an opportunity for physicians to work in other areas within their field, such as finance, continuous improvement, strategy, operations, and so on. In this new world order, physicians seek new career avenues without losing the skills they have built thus far in their careers. However, the academic career pathway is very traditional as you look at the promotion process, and performance management hasn’t necessarily evolved to embrace this complexity.
This short video from Quint Studer should be watched by every physician, physician leader, and those in those hospital leadership. It’s a great reminder of what we all should be doing right now to prepare to “Re-Launch” our practices, hospitals, and businesses.
Working virtually really is a different kind of challenge for most of us. Under these circumstances, as a leader you aren’t able to directly manage employees. Likewise, employees don’t have direct access to you. This can be frustrating for all involved.
Of course, these are hard times, but recently I have been encouraged by stories from the health system of ingenuity, bravery, and solidarity as we respond to COVID-19. This includes accounts of repurposing sections of hospitals, changing how supplies are managed, implementing telemedicine, implementing new sterilization techniques, and modifying staff roles. As the saying goes, “necessity is the mother of all invention”, and the current crisis is demonstrating how a difficult situation can push us to adapt.