LEADERSHIP INSIGHTS

This is my last leadership blog post* as I come to what I’ve been calling my “graduation” instead of retirement the end of this month. After a 44-year career that was more than I could have hoped for, it seems like a good time to make my closing argument for how to be a great leader.

When we merge cultures—be it two large corporations, two small departments combining, or even a physical move to a shared workspace with a new group of people—there are common fears as well as opportunities. The fears are natural. As we address our fears one by one, it helps to remind ourselves to see the opportunities that are there. When we join with others in new ways, it is an opportunity to expand our connections, and connection is what gives us influence as leaders.

AI has reached a tipping point, it seems. What was until recently “out there somewhere” is now infiltrating my daily work. It is interesting to see this change process in real time and observe the reactions that arise from it. As we confront our adaptation to AI, consider these organizational change tips for whatever change you are going through.

In the midst of the current record-breaking heat wave, we are reminded that heat and stress are cozy bedfellows. Both require self- management. If you have found yourself getting steamed up over work challenges, constant change, staff shortages, politics, etc., take a breather here and work on bringing down your stress temperature.

Do some of your employees feel like they are in it? When empathy erodes, teamwork suffers. If your department has fallen into the blame game, it might be time to facilitate some dialogue. Sit people down together. Consider tenets that you need to establish, or expectations that you could clarify. Make your case, and then follow up with the facilitation questions and prompts for discussion to mend strained working relationships.

Healthcare professionals may still be those we most trust, but that trust “account” has taken a hit the last several years. We all know the reasons why. Healthcare leaders, you go first when it comes to repairing that all-important relationship with your community. Any action you take must begin with the end in mind: trusted, caring relationships.

A common challenge in healthcare is getting people to do tasks that are important to you but not as urgent to the individuals you need it from. When you hold yourself to a high standard of accountability, your stress may build when others don’t share that same standard. How do you move past frustration to get people to do what they are supposed to do, when they don’t necessarily want to do it?

I admire runners! The runners I know and love are passionate about it, committed, disciplined, hard-working, goal-oriented, and focused; some of the same qualities that make great leaders. Even with commitment, those 26.2 long miles can’t be easy. There must be moments of discouragement as they think about how far there is yet to go. My sister-in-law who is training for the Boston Marathon shared this training secret/quote: “Run the mile you’re in.” Brilliant advice also for leaders navigat...

Want to prevent even small-scale disasters, as well as achieve greater team results? Make it safe for people to challenge you. Here are a few ways to expand that safety zone.

In the 1950s game show “To Tell the Truth,” groups of contestants attempted to convince the player of their character to see if they could accurately sleuth out who was – and who was not – who they said they were. It’s also Oscar season, rewarding those who have done the best job of portraying someone other than who they are. While it might be true that leaders are always on stage (people do notice what we do and say more than we think), putting on an act and being less than transparent can...