Stress, high stakes and rapid change put every leader to the test — but why do some succeed with more ease than others? Justin Menkes, Ph.D., has sought an answer to this question in his book, Better Under Pressure: How Great Leaders Can Bring Out the Best in Themselves and Others. As a consultant for elite executive search firm SpencerStuart, Mr. Menkes advises prominent companies on their choice of CEO.
The book is based on representative interviews with 25 CEOs from leading organizations throughout the country, including Joe Swedish, CEO of Novi, Mich.-based Trinity Health Systems, and Chris Van Gorder, chairman and CEO of San Diego-based Scripps Health System. It shares personal anecdotes from leaders on how they have maximized their potential, and more importantly, done the same for their workforce.
"This is the new normal"
First of all, healthcare leaders should adjust to two things. First, today's workforce is the most sophisticated that has ever existed, according to Mr. Menkes. "They are the least responsive to top-down, command and control approaches to managing them," says Mr. Menkes. He says leaders must find ways to energize employees' desire to meet goals, and help employees become compelled to meet them. Second, leaders should get used to chaos — if they aren't already. "The world is not going to get calm again," says Mr. Menkes. "Some people experience volatility today as 'pressure' or a 'crisis.' But it can't be seen that way anymore," says Mr. Menkes. "This is the new normal." This is particularly true in healthcare, since reform has accelerated the entire industry and isn't showing any signs of slowing down.
Three rare characteristics
According to Mr. Menkes, three extraordinary characteristics can either make or break an individual's ability to lead in difficult times: realistic optimism, subservience to purpose and the ability to find order in chaos. "The three core characteristics are so hard to find because we are not born with them," says Mr. Menkes. "They must be learned. Until now, we've mostly been aware of the broad descriptions of their existence, like humility. But these characteristics — like subservience to purpose and realistic optimism — are how we make humility a practical reality," he says.
Realistic optimism. This refers to a leader's recognition of risks threatening an organization, as well as his or her failings. Armed with this knowledge, leaders are "realistically optimistic" when they remain confident in their ability to have an impact.
Subservience to purpose. These leaders are dedicated to the pursuit of a noble cause. They channel the rough feelings triggered in a high-pressured environment to stimulate, rather than hinder, progress. They manage fears and vulnerabilities in a constructive way.
The ability to find order in chaos. These leaders can find clarity amid variables by focusing on data and forming conclusions that matter most to the organization. These individuals find multi-dimensional problems to be invigorating and often bring clarity to problems that may baffle or overwhelm others.
Developing these traits
Mr. Menke's book offers strategies for leaders to develop or strengthen these leadership qualities. For instance, one strategy is to memorize the names of all 50 states and recite them at different settings — in front of a friend, in front of a dinner party, moving up to a larger audience. Demand they mock you if you stumble. Have someone time you, keeping a sense of urgency. This seemingly minor exercise can serve as a lesson that, through added pressures, people will shed the habit of making mistakes.
Still, Mr. Menkes says the most effective leadership tool is mentorship. "Age is not a good predictor of ability to handle pressure," says Mr. Menkes. "Only through skilled mentorship can anyone hope to survive under pressure."
Learn more about Better Under Pressure: How Great Leaders Can Bring Out the Best in Themselves and Others.
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The book is based on representative interviews with 25 CEOs from leading organizations throughout the country, including Joe Swedish, CEO of Novi, Mich.-based Trinity Health Systems, and Chris Van Gorder, chairman and CEO of San Diego-based Scripps Health System. It shares personal anecdotes from leaders on how they have maximized their potential, and more importantly, done the same for their workforce.
"This is the new normal"
First of all, healthcare leaders should adjust to two things. First, today's workforce is the most sophisticated that has ever existed, according to Mr. Menkes. "They are the least responsive to top-down, command and control approaches to managing them," says Mr. Menkes. He says leaders must find ways to energize employees' desire to meet goals, and help employees become compelled to meet them. Second, leaders should get used to chaos — if they aren't already. "The world is not going to get calm again," says Mr. Menkes. "Some people experience volatility today as 'pressure' or a 'crisis.' But it can't be seen that way anymore," says Mr. Menkes. "This is the new normal." This is particularly true in healthcare, since reform has accelerated the entire industry and isn't showing any signs of slowing down.
Three rare characteristics
According to Mr. Menkes, three extraordinary characteristics can either make or break an individual's ability to lead in difficult times: realistic optimism, subservience to purpose and the ability to find order in chaos. "The three core characteristics are so hard to find because we are not born with them," says Mr. Menkes. "They must be learned. Until now, we've mostly been aware of the broad descriptions of their existence, like humility. But these characteristics — like subservience to purpose and realistic optimism — are how we make humility a practical reality," he says.
Realistic optimism. This refers to a leader's recognition of risks threatening an organization, as well as his or her failings. Armed with this knowledge, leaders are "realistically optimistic" when they remain confident in their ability to have an impact.
Subservience to purpose. These leaders are dedicated to the pursuit of a noble cause. They channel the rough feelings triggered in a high-pressured environment to stimulate, rather than hinder, progress. They manage fears and vulnerabilities in a constructive way.
The ability to find order in chaos. These leaders can find clarity amid variables by focusing on data and forming conclusions that matter most to the organization. These individuals find multi-dimensional problems to be invigorating and often bring clarity to problems that may baffle or overwhelm others.
Developing these traits
Mr. Menke's book offers strategies for leaders to develop or strengthen these leadership qualities. For instance, one strategy is to memorize the names of all 50 states and recite them at different settings — in front of a friend, in front of a dinner party, moving up to a larger audience. Demand they mock you if you stumble. Have someone time you, keeping a sense of urgency. This seemingly minor exercise can serve as a lesson that, through added pressures, people will shed the habit of making mistakes.
Still, Mr. Menkes says the most effective leadership tool is mentorship. "Age is not a good predictor of ability to handle pressure," says Mr. Menkes. "Only through skilled mentorship can anyone hope to survive under pressure."
Learn more about Better Under Pressure: How Great Leaders Can Bring Out the Best in Themselves and Others.
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