Amber McGraw Walsh, attorney with McGuireWoods and chair of the firm’s healthcare department; Barry Tanner, CEO of Jamison, Pa.-based Physicians Endoscopy; Larry Taylor, president and CEO of Birmingham, Ala.-based Practice Partners in Healthcare; and Sean Postol, director of innovation at Dublin, Ohio-based Cardinal Health each weighed in to share their advice for managing and developing teams. Scott Becker, publisher of Becker’s Healthcare, moderated the discussion.
Here are eight key takeaways from the conversation.
1. Make goals crystal clear. Clear expectations are a foundational element of employee engagement. Unfortunately, too many companies are hampered by this precise problem. Only about half of all workers strongly indicate that they know what is expected of them at work, according to a September 2016 Gallup poll. “The worst problem in an organization is someone feeling unsure of what they’re supposed to be doing. There is no faster downfall than confusion, lack of focus and lack of clarity on where you’re headed,” said Mr. Postol. Great bosses and managers talk openly about expectations and are crystal clear about their expectations.
2. Act with loyalty to inspire the same. Loyal leaders are candid, honest, inclusive and supportive. They take responsibility in the face of criticism and redirect praise back to their team. This fosters a secure working environment. “Loyalty doesn’t go to the extent of making bad choices for your organization or committing to a principle or person for too long,” says Ms. Walsh. “But everyone has to feel that as long as they’re doing their part, they have your loyalty as a leader.”
3. Eat humble pie — daily. “Surround yourself with smarter and better people than you,” said Mr. Postol. “Spend a lot of time ensuring you know where your strengths and weaknesses lie. Course correct, and admit when you’re wrong or when you need to do something differently.” Rather than competing with the team, the best leaders draw on the expertise, talents and ideas of the entire group and regularly acknowledge their own shortcomings.
4. Discipline yourself. Leaders must be the boss of themselves before they can effectively lead others. Self-discipline is a must-have trait for any person, team or organization seeking to achieve goals. “When I work with clients who have very dynamic leaders — on top of integrity, enthusiasm and support of their people — they are also disciplined,” said Ms. Walsh. “That comes in the form of project management to sticking to what we do well and not veering from the strategy you set. It also comes from getting up in the morning, regaining focus and asking yourself how you’ll tackle the task at hand with your team.”
5. Bask in others’ success. Just as taking credit for another person’s work is the sign of a weak leader, the ability to stand back and take pride in your team’s accomplishments is the sign of someone who wants the best for his or her people. “To really lead, you have to enjoy or celebrate the success of other people,” said Mr. Tanner.
6. Look out for people. Leaders can blend the roles of a coach, mentor and sponsor to advocate for their people help jobs become careers. “When you see people doing good things or making supreme efforts, embrace that and help mentor that along,” says Mr. Tanner. “Leaders aren’t really elected or appointed. They are generally anointed by those who want to see that person become a leader.”
Coaches provide feedback and guidance on employees’ development. Mentors either formally or informally help employees navigate their careers. Sponsors advocate for employees’ growth by using their influence to help them obtain visible assignments or promotions. The best leaders act as a mix of all three for their people.
7. Customize expectations. Leaders who hold universal expectations for their team are bound to grow frustrated, as no two individuals possess the same professional aspirations or ambition. In addition to upholding team or company goals in a fair manner, effective leaders understand individuals’ temperaments and drives to draw the best from them. “You have to get your people where they want to go in the least amount of pain,” says Mr. Taylor. “A lot of people don’t want to lead. They want to do their job and go home.”
8. Remember people’s dignity and pride is tied to their work. A job is a huge contributor to one’s dignity, and Mr. Tanner keeps this in mind daily. He thinks about it more than one’s salary or title. “I’d never ask someone to do a job I wouldn’t do myself,” he said. “[My employees] deserve the same respect as I’d like from people. It doesn’t matter what you do or what you make.”
On a similar note, Mr. Taylor added that the best leaders work harder than their teams. Morale is on a fast decline when employees feel they put in more than their boss. Leaders demonstrate their commitment to their people and company in various ways, big and small. “Your people have to be able to trust you,” said Mr. Taylor. You have to outwork them. Show there is no job too low for you.”
