Healthcare leadership has failed to evolve with the business evolution of the trade, and this has led to a lack of necessary competencies in healthcare leaders in a time of industry flux, according to a Forbes post from contributor Glen Lopis. Leadership reinvention in healthcare will be necessary to weather industry changes, according to Mr. Lopez. For leaders of healthcare organizations, Mr. Lopis notes the following:
1. Leadership did not evolve when healthcare moved from a cottage industry to a big business, and it is those competencies that are sorely needed now more than ever.
2. Change means adopting a new learning curve, one that is much steeper than in the traditional leadership "hand-off."
3. Leadership must evolve to be more representative of the patient population, in order to truly understand the needs and challenges of those served.
4. Leadership must also make the move from an internal "autonomous, protected and entitled" to strategy to a service industry-based external model.
5. The skilled, autonomous professional must learn to be adaptive to succeed in the new healthcare environment.
6. The adaptive leader knows he or she may not have all the answers. He or she does know, however, the direction the organization needs to go and how to leverage resources to get answers.
According to Michael Soman, MD, president and chief medical executive of Group Health Physicians, as quoted in the report: "The journey we’re on in healthcare is not insignificant, and it will be slower with the adaptive process because you’ve got to include others in the decisions and there will be resistance and fear; but in the long run we’ll go farther and with a form of leadership that is ethically grounded and engages everyone – physicians and other leaders – to create the future together by asking, how can we be part of the solution?”
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1. Leadership did not evolve when healthcare moved from a cottage industry to a big business, and it is those competencies that are sorely needed now more than ever.
2. Change means adopting a new learning curve, one that is much steeper than in the traditional leadership "hand-off."
3. Leadership must evolve to be more representative of the patient population, in order to truly understand the needs and challenges of those served.
4. Leadership must also make the move from an internal "autonomous, protected and entitled" to strategy to a service industry-based external model.
5. The skilled, autonomous professional must learn to be adaptive to succeed in the new healthcare environment.
6. The adaptive leader knows he or she may not have all the answers. He or she does know, however, the direction the organization needs to go and how to leverage resources to get answers.
According to Michael Soman, MD, president and chief medical executive of Group Health Physicians, as quoted in the report: "The journey we’re on in healthcare is not insignificant, and it will be slower with the adaptive process because you’ve got to include others in the decisions and there will be resistance and fear; but in the long run we’ll go farther and with a form of leadership that is ethically grounded and engages everyone – physicians and other leaders – to create the future together by asking, how can we be part of the solution?”
More Articles on Turnarounds:
Digital Opportunities for Future ASC Success
Physician Ownership Drives Success of a Successful Pain ASC
Multitasking Worse Than Sleeplessness, But Power Hour Focuses Productivity