It happens. The organization is off plan…by a lot; and it is not the first time. More than a modest correction or a “wait until next month.” Many factors were likely involved, but the relentless dynamics of the market have overwhelmed a longstanding management team. It is akin to a cyclist who has slipped back from the peloton due to chronic cadence deficit – and now the gap is widening.

These words can immobilize the most courageous of hearts.  Many at the clinical sites believe corporate exists to disrupt and provide self-enhancement for the corporate individual making the demand.  The incoming request often appears as a consistent disruptor to the local individual who is focused on the hospital, clinic or community issues.  As a non-corporate individual, you are at the site addressing immediate and multiple priorities.  The demands can range from concerns for improving patient care, addressing colleague concerns or responding to the corporate enhanced financial issues to name just a few of the more common daily agenda items.  In fact, you may even be reacting to a situation affecting the greater importance (?) of your immediate supervisory interacting environment (i.e. keeping your local boss happy).  Whatever the corporate demand at the time, it can seem to distract from the work necessary to be successful at the site.  Furthermore, from the limited view in field, the request can sometimes make no sense as to its timing or priority except “Home Office needs it now.” 

by Rand O’Leary

oday’s healthcare environment is shifting at an ever-increasing pace. The transition to community health focused care is both daunting and challenging for most organizations.  Now, more than ever physician leadership can play a crucial and important role. 

Setup Your Physician Leaders for Success 

Before we begin, it’s foundational to understand how physicians view leadership.  Physicians are trained to work independently, they value their autonomy and can be reluctant to delegate authority.  All good qualities if you’re the patient.  My colleague once said me, “these trauma surgeons are sure difficult to work with.”  My response, “Of course they are. They are trained to take charge, assess situations quickly and be right, every single time.  And If I’m critically injured, that’s who I want taking care of me.” But yes, when we ask them to take on the mantle of administrative leaders, they need our help. 

Over the years, I’ve heard many stories inspirational stories on leadership, one of my favorites involves President John F. Kennedy and his first visit to NASA in 1962.  As the story goes, the President was touring the facility when he came across a janitor carrying a broom down the same hallway as the touring President.  Kennedy, a great lover of people stopped the and asked him what he did for NASA, not missing a beat he replied, “I’m helping to put a man on the moon.”

by Rand O’Leary

Many high performing companies have discovered the value of servant leadership, which simply defined is serving others first.  When leaders make this simple, but fundamental mind shift, the culture and the organization will follow as will bottom line results.  Employees working under leaders who put their needs first, build self-confidence, make decisions more autonomously, have greater job satisfaction and engagement, and are more likely to practice this same style with their direct reports.

How does servant leadership build organizational and team performance?

By Rand O’Leary

Healthcare has been in a tremendous period of change, mergers, acquisitions, leadership restructures, and new and improved strategic plans and priorities fill the time of most leaders.  During this time of change, many leaders may wonder privately, does the mission of this organization still matter? Or is it only about the bottom line?   

Task oriented leaders, those using just workplans, measurements, goals, dashboards, etc.…  sometimes may be left scratching their heads when their teams do not accomplish their goals, or performance begins to decline without any clear reason as to why.

To motivate your teams, and accomplish your goals, perhaps you would be better served to examine your leadership relationship competencies. 

By Rand O’Leary

When everything seems to be going against you, remember the airplane takes off against the wind, not with it, Henry Ford. 

Ask any pilot if they remember the first time they flew the airplane alone. And you’ll get a resounding yes!  The solo flight is a milestone in each pilot’s life, it’s the time when preparation and opportunity all come together.  You are alone in the airplane, no instructor by your side correcting mistakes, keeping you safe, it’s all up to you.

Although my solo was over 20 years ago, I remember it as though it were yesterday.  The weather, the sounds of the engine and the wheels rolling down the runway.  But what I remember the most about that day is looking over to my right and seeing that empty seat next to me, knowing I was completely responsible for returning this aircraft safely to the ground, intact.

By Rand O’Leary

So, we’ve closed the books on another year, and it’s time to review your performance.  Maybe you’ve completed all your goals -- congratulations you’ve failed.  Failed? How could that be, I’ve completed all my goals? And therein lies the problem, you didn’t set your goals (or the bar) high enough for your own performance.  Goals by definition are aspirations and should be set high enough to stretch the organization and yourself in new directions.  If you are constantly beating your goals, you’re not stretching enough. 

In all the hustle and bustle of the holiday season, its easy to forget that in just a few weeks most of us will be looking at the New Year and a list of resolutions or promises that we have made to ourselves that we hope to accomplish.  Some of our old favorites are bound to make the list, lose some weight, exercise, give more to charity, get back in touch with family or old friends. 

But what about including in this year’s list the commitment to be a better leader next year?

by Rand O'Leary

In healthcare, how often have you heard this, he/she is a great clinician, but has no personality.  Or, take me to hospital A, but if I’m really sick take me to hospital B, this assumes hospital A is the “Nice” hospital but Hospital B is where all the best clinicians work.  So, the obvious question is, can’t you have both?  Yes, if you select the right people.