It’s difficult for potential employers to pull the trigger on someone for a leadership role without a history or track record of success. With that in mind, you have to demonstrate to them you have the drive and passion that’s helped you prepare and execute a plan to get you the experience and skill sets needed to be successful in a leadership role.
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During the first wave of COVID-19 in the United States, I spent forty days quarantined in a small studio apartment on the outskirts of Detroit, Michigan. As part of my role with a national health system, I was designated Deputy Incident Commander for our statewide market response. There was no path. No one had gone before. I remember the FaceTime calls with my wife and children, the tears, and the prayers covering it all. Our teams were brave, vulnerable, innovative, and relentless in their commitment to serve…
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Physician leaders being recruited into new leadership positions go through a long and detailed process, allowing the organization to evaluate, pontificate, and eliminate… whittling down their candidate pool to their top finalists. At this point, all the candidates who remain standing are qualified and considered strong potentials for the position, right? What motivates them to select one over the others? Often, it may come down to personality, “fit”, chemistry or some other intangible. What we are laying out for you is a way to give the search committee and C-Suite something tangible to base their decision on. You are going to present to them, the thing they wish they had… a crystal ball. It’s called the “Vision Statement.”
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My last LinkedIn article addressed the importance of involving physicians in transformational change. I emphasized the need to redouble efforts to support physicians, elevate physician leaders, and keep physicians at the forefront of major initiatives.
What I didn’t discuss is the commitment those of us in the C-Suite must make to create an environment and culture where physicians can thrive. For decades, we’ve been talking about the need to improve physician-hospital relationships. While discussion is a step in the right direction, the truth is that we, as an industry, should have made more progress by now.
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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.
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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…
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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
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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.
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I remember in medical training, I was taught to walk quickly rather than run to a code. The idea is that it is better to arrive in the right state of mind, even if it means you are a bit delayed. In management, the time frame for decisions is even longer…
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The other day, my cousin Al shared with me that he appreciated a statement I had made years ago on what a gift a pause is. By this, he meant the space between what he wants to do or say and the moment he actually does or says it. Pausing gives him time to make the decision and/or take the action … or not. By “or not” I mean that the pause allows us to rethink. Many times, not taking the action or not saying the words is the better choice.
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