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Nearly all care delivery in a healthcare organization flows through their physicians, who are usually viewed as the de facto leaders in almost all clinical settings. As such, physicians have a disproportionate impact on the delivery of care and have a disproportionate responsibility to lead change, according to Selth Wolk, MD, MHSA, Senior Consultant at NuBrick Partners.
In his editorial for HCA Healthcare Journal of Medicine, “The Need for Physician Leaders,” Wolk discusses this disproportionate impact and the critical need for healthcare organizations to develop strong physician leaders.
Intelligence is measured in many ways. Intelligence Quotient (IQ) is probably the first measurement that comes to mind. IQ and all of its measurements we encountered over the course of our lives can be primary markers of our success (or failure).
The concept of Emotional Intelligence (EQ) has been around since 1995 when researcher Daniel Goleman introduced it to the world. The idea that “an ability to identify and manage emotions greatly increases our chances of success” quickly took off and has influenced the way people think about emotions and human behavior ever since.
Inspiration from the inside out: Inspired leadership and the role of your personal story in affecting team performance.
Where has your journey taken you? What inspires you? The answers to these questions will help you craft and tell your own story, so you can share it with others. When you start sharing your story, you will begin to understand your impact on others and be able to identify who you need to inspire, as well as create a plan for doing it.
Take the story of Catherine Meloy, CEO, Goodwill Greater Washington, DC. Involved in several ministries with her father, Catherine was inspired at a very early age to help people. Growing up with a disciplinarian Marine father, and an unconditionally loving mother, shaped her identity.
The best leadership insights are gained from past experience, according to Bill Donahue, Senior Consultant at NuBrick Partners. As he explains in a recent article for SmartBrief, the choices made, habits formed, and principals adopted throughout the course of a leader’s career all add up to the leader you are today.
While the best leaders seek wisdom from mentors, authors, and peers, another resource Donahue suggests, is the leader’s own personal story, and offers three tips for leaders to explore their history to mine for insights that can help them grow.
By their nature, physicians possess the qualities of excellent leaders. Highly intelligent, life-long learners, a result of their heightened curiosity and scientific thinking, these inherent traits drive innovation and out-of-the-box problem solving. The same traits that might direct a person to pursue a career in medicine are the same that, it would seem, make them a perfect candidate for executive healthcare leadership.
From medical school, through internships, residencies, and continuing education, physicians invest thousands upon thousands of hours perfecting their craft. As a result, healthcare organizations often assume that …
Businesses are resilient in adapting to work during COVID-19. While many sent employees to work from home at the start of the pandemic, some workers are now emerging from their makeshift home offices and returning to their workplaces, a bit nervous, perhaps, about the uncertainties of their renewed proximity to coworkers. The return to work, or rather, “return to office,” since employees have been working, albeit remotely, all along, will make it clear just how much the workplace has changed, and what’s remained the same.
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.
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