Are you leveraging the unique strengths of your physician and healthcare leaders?

The demands and challenges in health care environments today are complex, and effective leaders are needed at every level in order for organizations to succeed and excel. Every day, leaders must meet the challenges of driving success and prosperity while meeting the variety of demands from their executive leaders, medical staff, patients and customers.

Top executives may see their organizational leaders struggle to achieve these goals, even though it is clear that with a little guidance, they would be able to move forward and excel, creating a high-performing organization and an enviable workplace. Leaders must learn to use their strengths to have the impact they want and get the results they need so that positive momentum, change and continuous improvement are the norm.

For example, we know that the professional edge in any healthcare organization is the successful transition of excellent clinical providers into successful leaders.

Making that subtle but important shift in mindset from a physician who happens to be an executive to an executive who happens to be a physician can completely change the impact a physician leader has in the organization.

The key to getting there is not in the latest management fad or leadership course. It's already there in the strengths of the leader, waiting to be unleashed. This is why an organization turns to an executive coach—someone who can take an objective look at leaders from the perspectives of those around them, and guide them to use their strengths and increase their impact. They act as a catalyst to get great leaders "unstuck" and moving forward.

The rewards for the entire organization can be significant. For example, imagine a healthcare organization in which its leaders, directors and managers:

• Act as partners and treat others as partners
• Have excellent communication and listening skills
• Choose active leadership over passive behavior
• Use their voices for positive change
• Accept responsibility for their own thoughts and feelings
• Continuously improve their relationships and collaboration skills
• Retain staff
• Keep contracts
• Approach conflict as a springboard for having critical conversations
• Act responsibly and accept accountability
• Think and plan strategically rather than tactically

If this were the norm with healthcare leaders how much more collaborative, motivated and productive could all of your people be? How much would the quality of care improve and patient satisfaction increase?

If you are interested in exploring how executive coaching can help you and/or your leadership team, contact us for a no-obligation consultation at (650) 598-9935. For more information about coaching and leadership resources and articles, visit other areas of this site from the menu above.

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