Articles & Resources
Social distancing is one of the most recognizable requirements of life during COVID-19. The phrase describes the recommended minimum 6-foot distance that people should maintain in an effort to reduce the potential spread of the virus. The result for many has been to sequester at home. Connections with friends and extended family, and collaboration with co-workers have become more than ever in the past, virtual.
Throughout the COVID-19 pandemic, we have focused so much on the when. When will this end? When will we get back to normal? When will we go back to work? And with good reason, because it’s difficult to center and balance ourselves, our teams, and our organizations amidst all of this volatility and ambiguity.
So let’s shift the conversation. Instead, let’s ask equally important questions that direct us in a more proactive and forward-focused approach surrounding the What and How. What have we learned during this crisis? How can we embrace these lessons and apply them to future effectiveness?
Over the course of just a few short weeks, COVID-19 disrupted the lives of millions across the globe. In the wake of this new reality, leaders have had to adapt quickly and change course significantly from where they were headed prior to the crisis. Understandably, it’s been a struggle to for leaders to guide themselves, their teams, and their organizations through these challenging times.
Throughout our many conversations with leaders since the start of this pandemic, we’ve been struck by their vulnerability to sharing their experiences and challenges. This open exchange is how we remain resilient, by leaning into all that’s happening and gifting the lessons we’ve learned to one another and sharing the tools and tactics which have helped us along the way.
With industry shifts over the last decade, the dynamic between physicians and their administrators has strained and many physicians feel, now more than ever, that they have less of a voice in how healthcare is administered. Because of this, progressive healthcare systems have resolved to create more opportunities for physicians to play a leadership role in the extended administration of an organization.
Physician leadership development is a complex term and an even more complex process to implement. An effective organization does not simply expect physicians to conform to a tight executive mold, but rather the organization must model its system to adapt to a new era of leader advocated needs.
The alignment and performance of the executive leadership team (ELT) can make or break the short- and long-term success of an organization. This is why it is crucial for CEOs to focus on accelerating the effectiveness of the ELT.
Most CEOs inherit a leadership team. And most organizations have an executive team full of bright, hardworking, experienced leaders.
The new year kicks off and so does your hope of achieving all your goals. As the months speed by you remain hopeful that you can regroup and still achieve most or all of those goals. Then, somehow before you know it December is upon us and you still have a few things you didn’t get accomplished.
There are often many reasons goals are not achieved, but in many cases planning is the culprit. Being strategic about your …
“What is the most important quality of an effective physician leader?”
That’s a great conceptual question for healthcare providers to consider but, to be helpful, it needs practical answers from the people doing the work – the physicians themselves.
Follow us for the latest on leadership.