Today, I was talking to a colleague of mine, Sue Kiernan. She is an executive coach who is thinking about what she can do at this time of crisis for the health system. She recognizes the pressures clinicians are normally under, and she sees how the current situation can contribute to even more stress. We talked about the concept of volunteering “In the Moment Coaching.” This is coaching for physicians and other healthcare professionals who think they might benefit from a 30-minute conversation with a professional coach. One short phone call is not going to change the world, but at the very least, the call provides a brief opportunity to focus clinicians on their well-being rather than just on the problems they are seeing and dealing with all day. There is no long-term contract and no fee for these coaching discussions. She envisions this as her way of contributing.
Recent surveys indicate that only 15% to 30% of physicians are extremely happy in their current practice and are not considering other opportunities.1,2 This leaves 70% to 85% of physicians with some level of dissatisfaction and even considering other options. This statistic should make you quite uncomfortable.
So many of us work in complex political environments where we do not want to offend anyone or overstep our authority. When we disagree with someone, it can feel presumptuous to tell someone he or she is wrong. This is particularly true if the person is in a position of greater authority. Are we really sure they are wrong? Perhaps, does the other person know something we don’t?
5 reasons leaders struggle to let people go (and how to give yourself the push you need) | Quint Studer
There are many difficult aspects to leadership: from having the best plan, to hiring the best talent, to putting in excellent standard operating procedures, to making decisions around products, pricing, promotion, and productivity measures, and so forth. Yet, to me, one of the toughest decisions a leader must make is letting someone go. In my decades of work with many organizations, a defining trait of the best leaders is the ability to make the uncomfortable decision on when to move someone out of a position and most likely out of the organization. There are very few leaders who don’t struggle with this.
I’ve been fortunate to meet and work with all kinds of people over the years: entrepreneurs, leaders and employees in companies of all different sizes and industries, elected officials and citizens in cities and towns across the country. And since I love to learn, I’ve paid attention to what separates people who regularly meet their goals from people who don’t.
We all know how to write by first creating an outline and then filling in the remaining details later. However, a few years ago, I took a writing class and was introduced to the essay “Shitty First Drafts”, by Anne Lamotte. Ann Lamotte is a professional novelist and non-fiction author, and “Shitty First Drafts” is
When we are angry, our decisions are made without the support of the most intelligent version of ourselves
At times, we all get angry. As you calmly read this, I am sure you are more than capable of contemplating negative ramifications that can come from using your anger to get what you want. Even if you don’t break a standard of etiquette to which you will be held accountable, there can be both long
When a client recently said this to me, it was hard for me not to think about the implied contradiction in this sentence. Someone who does everything that is asked is following (not leading).
What can you do to challenge high performers? When leaders act like full-time park rangers, it cripples employees. They never develop the confidence or the sense of ownership they need to solve problems, to grow, and to become leaders themselves. busyleadershandbook.com #leadership #highperformers #leadershipdevelopment #busyleadershandbook
Recently, I was talking to a physician who has taken on a new role in an industry that sells to healthcare organizations. He commented that most of the time, it was not clear what his company wanted him to do. Clearly, they valued him when he presented to customers and prospects, but that was only a small percentage of his time.