By Rodney D. Reider

In my prior article (The View from Overseas, Part I), I spoke of the miracles in healthcare I continue to see every day. The miraculous outcomes and commitments are shaped by the people who unfailingly exhibit their expertise, demonstrate dedication, and consistently care for their patients, colleagues, and community in each phase of their day. I wanted to share the view of these people with you and give them credit for all they do. They do so much... 

In fact, my follow-up article plan (part II) here was to focus on the unrelenting miraculous technologic advancements I see while traveling. As I step into hospitals and clinics, investigate, listen, support VC innovation, and review Private Equity opportunities, I am astounded at the incredibly knowledgeable people advancing care around the world. However, there is one re-occurring theme which I’ve viewed can be a major limitation. It reduces the possibility of a positive impact for the entire organization. Unfortunately, it occurs much too frequently.

I’ve come to recognize (and perhaps you have too) that the everyday people working in healthcare can still perform the miracles of medicine despite the inadequate leader. You know the type of leader. The one who demoralizes the high achievers, culturally discourages the organizational momentum, and harms all involved in the enterprise.

Unfortunately, it is easy to picture this leader. It seems we all have this shared experience. The leader in title only regularly damages and disappoints the shared trust of you and your colleagues. This leader’s focus is always on their own positioning when not forcing you to react with their Sunday night calls and constant stream of emails (which they assume you will answer in the next five minutes). Utilizing the “corporate or fake laugh” or “realigning” blame to sacrifice another in the attempt to further ingratiate what they believe will be for self-benefit. They are constantly evaluating their planned statement based on how they perceive it will be accepted by the bosses. Doing what is right or necessary is not their first inclination. Unfortunately, too many poor leaders who have displayed these characteristics immediately come to mind and always make for robust sharing when I ask this question of groups. These multiple poor leaders are providing us with learning for a lifetime; therefore, in contrast, we can place the too rare positive great leader as one of our miracles.

The miracle of an outstanding leader. Most say they can count them on the fingers of one hand.

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