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.
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.
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