This section contains excerpts, miscellaneous posts, and other snippets of information that relate to leadership.

Starting a New Job

The following article in Healthcare Executive provides insight for those who are starting a new job.

“Starting a New Job: Dos and Don’ts.” Healthcare Executive, May/June 2011

Lifelong Learning

The following article in Healthcare Executive discussed the concept of lifelong learning.

“Lifelong Learning: Are You Really Up to Date?” Healthcare Executive, April/May 2010.

Leadership Competencies and Descriptions

From:  Exceptional Leadership: 16 Critical Competencies for Healthcare Executives Health Administration Press, 2006  

Charting the Course

• Strategic Vision

Demonstrates a solid feel for the organization’s purpose; keeps track  of important changes in the external environment as they may affect the  organization; effectively visualizes the organization’s future based on  organization and environmental knowledge; creates a clear, appealing  vision that all can subscribe to; successfully aligns employees with  that vision.

• Innovativeness

Brings creative ideas to the table; challenges others’ ways of  thinking; explores uncharted options; thinks outside the box; identifies, explores, and exploits all opportunities.

• Systems Thinking

Anticipates the ways changes in one department may affect other  departments; integrates all departments into planning and the big  picture; fosters relationships across departments that overcome  “siloing”.

• Flexibility/Adaptability

Is open to new ideas and courses of action; is willing to change positions; is skillful and creative in problem solving.

Developing Work Relationships

• Individual Understanding
• Understands each employee and relates to each on a personal level; understands what motivates each employee, and acts accordingly to help them attain their goals.
• Mentoring
• Acts as a role model for employees; empowers others; nurtures employees so      they are equipped to achieve goals; teaches others important lessons in an unassuming manner.
• Physician/Clinician Relations
• Views clinicians as partners rather than employees; understands clinicians’ professional objectives; is sensitive to clinician’s needs; shows mutual respect and tolerance toward clinicians.

Broad Influence

• Consensus Building
• Understands all parties’ agendas; uses that understanding to generate compromises.
• Persuasiveness
• Influences others to get on board; gets others ready and accepting of      change; creates and facilitates change in ways that minimize perceived threat.
• Political Skills
• Has political savvy/political instincts; knows when to be proactive and when to lay low in respect to different issues and leaders.
• Collaboration/Team Building
• Creates coalitions among employees around broader goals; moves people toward team goals; brings groups to consensus on team goals that satisfy everyone.

Structuring the Work Environment

• Work Design and Coordination
• Delegates effectively (gives employees work without micromanaging); sets up reporting structures so that he or she has the right information at the right times; multitasks effectively (can pursue  multiple agendas at the same time); recruits, retains, and counsels  management toward effectiveness in their positions; clarifies  roles; sets clear and measurable objectives.
• Feedback Giving/Performance Management
• Communicates a clear and consistent message about expected results; assesses management performance credibility, and communicates these      assessments routinely; addresses performance problems in a timely and appropriate manner.
• Use of Meetings
• Sets clear goals for meetings, and then achieves them; spends meeting  time well; balances time pressure against the need for appropriate input from participants when moving through the agenda.
• Decision Making
• Tries to obtain all important information before making a decision; can make decisions if necessary without having all the information; knows when to make a decision and when to wait; can make tough decisions without hesitating; understands when the organization is and is not ready for change.

Inspiring Commitment

• Building Trust
• Communicates truthfully about all things, including himself or herself; follows through on promises and decisions; walks the talk; handles sensitive information appropriately and effectively.
• Listening/Feedback Receiving
• Knows when to listen and when to speak; actively listens to others; shows interest in others’ opinions; shows openness/ability to hear criticism;      listens without interrupting.
• Tenacity
• Shows courage in his or her convictions; sticks to his or her guns when      faced with push back.
• Self-presentation
• Presents himself or herself in a manner that puts others at ease; has professional stature; dresses appropriately according to the culture of the organization; acts as a host in all situations; is well prepared for all interactions; relates well to others regardless of  their position.

Communication

• Energizing
• Communicates and acts in ways that energize others; gets people energized      and excited about their work; rallies the troops.
• Crafting Messages
• Crafts messages and style according to the specific audience at hand; delivers clear, concise, articulate messages.
• Writing
• Uses correct grammar and spelling in written communications; delivers      written messages that are clear and coherent; pays attention to detail.

And…

There may be nothing more important in leadership than –

Living by personal conviction means you  know and are in touch with your values and beliefs, are not afraid to  take a lonely or unpopular stance if necessary, are comfortable in tough  situations, can be relied upon in tense circumstances, are clear about  where you stand, and will face difficult challenges with poise and  self-assurance.