As the healthcare environment continues to evolve, some aspects of leadership will always be top of mind for hospital and health system executives: productivity, strategy and culture.
Here is a list of 10 articles published on Becker's Hospital Review that offer insight and advice for leaders on these three essential elements.
1. Bill Gates' key to productivity: The art of 'deep work'
Microsoft co-founder Bill Gates is often lauded as one of the most successful entrepreneurs and thinkers of the 20th century. Mr. Gates' intelligence and foresight into the booming future of computing certainly propelled him, but his accomplishments were truly made possible by something else entirely: deep work.
2. 7 thoughts on great leadership
The greatest and best leaders leave an organization in better shape than they found it. They leave it in a position to thrive after they are gone. They have an eye on and the ability to deliver results today and also improve and prepare the organization for tomorrow. Great leaders, as stated by some, have a vision and plan, can build great teams, can motivate the team to pursue and achieve the plan, can take in feedback and make adjustments to the plan as needed.
3. Chuck Lauer: The successful CEO as a member of the team — 5 observations
I recently had the pleasure of participating in a meeting with six current and two about-to-retire healthcare CEOs. The main topic was leadership. I believe the thoughts expressed by these veteran and highly regarded executives were interesting enough to share with you.
4. Three statements leaders say that unintentionally derail progress
What we say and how we say it are often at odds with the results we are trying to achieve. Relative to leadership, this is typically the result of our attempts to be empathetic, but instead, we dive into sympathy in an attempt to "soften the blow" of what we are asking our teams to do.
5. 5 ways leaders can help their teams manage stress and burnout
Healthcare is a uniquely demanding industry. Long hours combined with the physically, mentally and emotionally taxing nature of the work often results in stress, burnout and disengagement among workers and leaders alike. For leaders, managing personal stress can be challenging, let alone helping team members manage theirs. However, research shows there are practical and easy-to-implement development activities that can help teams increase resiliency toward stress and burnout, according to the Harvard Business Review.
6. 'No problem' or 'my pleasure'? Why the way you say 'you're welcome' matters
The importance of gratitude — feeling and displaying an authentic sense of thankfulness — cannot be overstated in healthcare. Showing thanks is important in all types of interactions in the hospital setting, such as between leadership and staff and between staff and patients. But little attention is paid to the right way of saying "you're welcome."
7. 5 leadership 'money skills' that drive revenue, profit
Executives who demonstrate certain business and leadership skills empower their companies to increase profit and revenue by as much as 45 percent, according to data from Development Dimensions International.
8. Getting more work done in 5 hours than others do in 12: Why some CEOs question traditional 'time management'
The ability to use one's time effectively and productively is valued in many professions. But are traditional expectations regarding time management outdated in contemporary corporate culture? According to Saud Juman, founder and CEO of Policy Medical, a web-based software solutions provider for policies and procedures, the answer is yes. Furthermore, he suggests these dated expectations contribute to dangerously elevated levels of burnout and job dissatisfaction.
9. 6 practices of superbosses
Bosses are composed of a mix of talent, ambition, personality and authority, among other ingredients. But "superbosses" set themselves apart with the ability to identify and hone talent, according to the Harvard Business Review.
10. Can playing favorites help your team?
Whether they admit it or not, most leaders have favorites on their team — those with whom they share more information, trust and confidence to complete important tasks. This is natural because we gravitate toward people based on factors like interpersonal compatibility and demonstrated performance abilities, according to the Harvard Business Review.