Tag Archives: Leadership

42 Inspiring Quotes That Demonstrate the Importance of Emotional Intelligence

Posted on by • Posted in Uncategorized • Tagged , , , , , , , , , , , , , , , , , , , • Leave a comment

https://www.inc.com/jeremy-goldman/x-inspiring-quotes-that-demonstrate-importance-of-emotional-intelligence.html?cid=nl029week09day01&utm_source=newsletter&utm_medium=email&utm_campaign=Inc%20Must%20Reads&position=1&partner=newsletter&campaign_date=01032018

EQ is often cited as the difference between winners and losers. Use these quotes to up your game.

As far as I know, my MBA program didn’t teach any classes in emotional intelligence. While I got a solid education, I can’t help but think that I might have been served better by taking a course or two in EQ. After all, study after study has shown that emotional intelligence is the different between a successful CEO and an also-ran.

Here are some of the best quotes to inspire you to become a more emotionally intelligent leader:

  1. The only way to change someone’s mind is to connect with them from the heart.
    -Rasheed Ogunlaru
  2. Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. -Jack Welch
  3. In my 35 years in business, I have always trusted my emotions. I have always believed that by touching emotion you get the best people to work with you, the best clients to inspire you, the best partners and most devoted customers.
    -Kevin Roberts
  4. When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion. -Dale Carnegie
  5. When our emotional health is in a bad state, so is our level of self-esteem. We have to slow down and deal with what is troubling us, so that we can enjoy the simple joy of being happy and at peace with ourselves. -Jess C. Scott
  6. No one cares how much you know, until they know how much you care.
    -Theodore Roosevelt
  7. Never react emotionally to criticism. Analyze yourself to determine whether it is justified. If it is, correct yourself. Otherwise, go on about your business. -Norman Vincent Peale
  8. When you listen with empathy to another person, you give that person psychological air. -Stephen R. Covey
  9. Tenderness and kindness are not signs of weakness and despair, but manifestations of strength and resolution. -Kahlil Gibran
  10.  Remember that failure is an event, not a person. -Zig Ziglar
  11. Unleash in the right time and place before you explode at the wrong time and place. -Oli Anderson
  12. Emotional intelligent people use self-awareness to their advantage to assess a situation, get perspective, listen without judgment, process, and hold back from reacting head on. At times, it means the decision to sit on your decision. By thinking over your situation rationally, without drama, you’ll eventually arrive at other, more sane conclusions. –Marcel Schwantes
  13. It takes something more than intelligence to act intelligently. -Fyodor Dostoyevsky
  14. People with high EQs master their emotions because they understand them, and they use an extensive vocabulary of feelings to do so. –Travis Bradberry
  15. The greatest ability in business is to get along with others and influence their actions. -John Hancock
  16. Any person capable of angering you becomes your master. -Epictetus
  17. Every time we allow someone to move us with anger, we teach them to be angry.  -Barry Neil Kaufman
  18. Maturity is achieved when a person postpones immediate pleasures for long-term values. -Joshua L. Liebman
  19. Too often we underestimate the power of a touch, a smile, a kind word, a listening ear, an honest compliment, or the smallest act of caring, all of which have the potential to turn a life around. -Leo Buscaglia
  20. Emotions can get in the way or get you on the way. -Mavis Mazhura
  21. Experience is not what happens to you–it’s how you interpret what happens to you. -Aldous Huxley
  22. Success is a lousy teacher. It seduces smart people into thinking they can’t lose. -Bill Gates
  23. Don’t let the baggage from your past–heavy with fear, guilt, and anger–slow you down.  -Maddy Malhotra
  24. Be nice to nerds. You may end up working for them. -Charles J. Sykes
  25. It isn’t stress that makes us fall–it’s how we respond to stressful events.
    -Wayde Goodall
  26. Whatever is begun in anger, ends in shame. -Benjamin Franklin
  27. Pausing helps you refrain from making a permanent decision based on a temporary emotion. –Justin Bariso
  28. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it. -Jack Welch
  29. Quick to judge, quick to anger, slow to understand … prejudice, fear, and ignorance walk hand in hand. -Peart
  30. Life appears to me too short to be spent in nursing animosity or registering wrongs. -Charlotte Brontë
  31. The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions. -Donald Calne
  32. Change happens in the boiler room of our emotions–so find out how to light their fires. -Jeff Dewar
  33. If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far. -Daniel Goleman
  34. Don’t compromise yourself. You’re all you’ve got.  -Janis Joplin
  35. Wisdom tends to grow in proportion to one’s awareness of one’s ignorance.
    -Anthony de Mello
  36. The curious paradox is that when I accept myself just as I am, then I can change.
    -Carl R. Rogers
  37. I know that I am intelligent, because I know that I know nothing. -Socrates
  38. If we can’t laugh at ourselves, do we have the right to laugh at others? -C.H. Hamel
  39. We are at our most powerful the moment we no longer need to be powerful. -Eric Micha’el Leventhal
  40. When people talk, listen completely. Most people never listen. -Ernest Hemingway
  41. Whenever you feel like criticizing anyone … just remember that all the people in this world haven’t had the advantages that you’ve had. -F. Scott Fitzgerald
  42. Until you make the unconscious conscious, it will direct your life and you will call it fate. -C.G. Jung

What’s your favorite quote about emotional intelligence that needs to be added to this list? What inspires you to develop your EQ further on an ongoing basis?

Senior Executives Get More Sleep Than Everyone Else

Posted on by • Posted in Uncategorized • Tagged , , , , , • Leave a comment

https://hbr.org/2018/02/senior-executives-get-more-sleep-than-everyone-else

feb18_28_81268593

It’s no secret that most of us don’t get enough sleep and suffer for it. If you’re between the ages of 16 and 64, and don’t get seven to nine hours of sleep per night, your logical reasoning, executive function, attention, and mood can be impaired. Worse, severe sleep deprivation can lead to depression, anxiety, and symptoms of paranoia. In the long run, sleep deprivation is a main contributor to the risk of dementia and Alzheimer’s disease.

Surprisingly, one group that doesn’t need to heed these warnings is executives. In our assessment of 35,000 leaders and interviews with 250 more, we found that the more senior a person’s role is, the more sleep they get.

There are two possible explanations for this. Either senior executives, with the help of assistants and hard-working middle managers, do less and take more time for sleep. Or senior executives have had the wisdom and discipline throughout their career to get enough sleep and thereby maintain a high performance level without burning out.

Our conclusion is that the latter is the case. “Sleep has always been foundational for my performance,” Cees ’t Hart, president and CEO of Carlsberg Group, shared with us. “And especially to perform in a way that is required by my current job, I need seven hours of sleep, every night. Of course, with intense travel and work commitments, sometimes this is compromised, and when that happens, it comes with a cost. When I sleep less, I perform less.”

In contrast, our data found that 68% of nonexecutive leaders get five to seven hours of sleep per night. When there are not enough hours in the day, they steal some from the night. Many leaders stay up late to catch up on email or other tasks. According to our research, this tendency is widespread, regardless of gender.

This is a problem. For leaders, sleep is not a luxury. Research has found that there is a direct link between getting enough sleep and leading effectively and that sleep-deprived leaders are less inspiring.

It used to be a badge of honor to brag about sleeping few hours, but our research should serve as inspiration for aspiring leaders to make sleep sacrosanct. The key message: If you want to be an effective leader, and rise in the ranks, get enough sleep.

Of course, it’s one thing to make a commitment to go to bed early, and another to actually get seven or more hours of quality sleep. For many leaders, going to bed is only part of the problem. The other part is getting high-quality, restorative sleep.

Fortunately, a good night’s sleep is not a random event; it’s a trainable skill. Here are a few guidelines that will help you.

  • Catch the melatonin wave. Go to bed when you’re just starting to feel drowsy (usually between 10 PM and 11 PM). Melatonin, a natural hormone released from the pineal gland, deep inside your brain, makes you relax, feel drowsy, and ultimately fall asleep. If you learn to notice it and go with its flow, you’ll enjoy falling asleep and have better-quality sleep during the night.
  • Avoid screens. Turn off TVs, smartphones, and laptops at least 60 minutes before bed. Why? Each of those screens emits high levels of blue light rays. That blue light suppresses your pineal gland, and in turn, the production of melatonin. It’s almost like your brain reads the blue light as if the sun is still up, when in reality the sun has probably been down for hours and you should be sleeping.
  • Enjoy only perceptual activities 60 minutes before bed. Too much thinking is another enemy of late-evening drowsiness. Conceptual activities like intense conversations, replying to emails, working, or reading can arouse your attention and suppress your natural sleepiness. In contrast, perceptual activities like doing the dishes, going for a walk, or listening to music can help you better catch the wave of melatonin as it rises.
  • Avoid eating two hours before bed. Most people know to avoid caffeine in the hours before going to bed, but in fact, eating anything can negatively impact your ability to get good sleep. Eating activates the flow of blood and sugar in the body, keeping your body and mind alert and awake. Not the ideal state for a good night’s rest.
  • Practice five minutes of mindfulness when you go to bed. Practicing mindfulness has proven to enhance sleep quality. Do five minutes of it sitting on your bed before you go to sleep, as the last thing of the day. You can find simple instructions here.

Top 6 Books Health Execs Should Read in 2018

Posted on by • Posted in Uncategorized • Tagged , , , , , , , , , , , , , , , • Leave a comment

http://managedhealthcareexecutive.modernmedicine.com/managed-healthcare-executive/news/top-6-books-health-execs-should-read-2018?cfcache=true&rememberme=1&elq_mid=394&elq_cid=876742&GUID=A13E56ED-9529-4BD1-98E9-318F5373C18F

 

 

 

 

 

 

Top seven healthcare leadership problems

Posted on by • Posted in Uncategorized • Tagged , , , , , , , , , , , , , • Leave a comment

http://managedhealthcareexecutive.modernmedicine.com/managed-healthcare-executive/news/top-seven-healthcare-leadership-problems?cfcache=true&rememberme=1&elq_mid=394&elq_cid=876742&GUID=A13E56ED-9529-4BD1-98E9-318F5373C18F

 

 

UNC Health Care, Atrium execs reportedly frustrated by issue of control over merged entity

Posted on by • Posted in Uncategorized • Tagged , , , , , , , , , , , • Leave a comment

https://www.beckershospitalreview.com/hospital-transactions-and-valuation/unc-health-care-atrium-execs-reportedly-frustrated-by-issue-of-control-over-merged-entity.html

Image result for who's driving the bus

 

Executives at Chapel Hill, N.C.-based UNC Health Care and Charlotte, N.C.-based Atrium Health have reportedly addressed a number of shared concerns regarding their proposed merger. However, the issue of control over the merged organization has yet to be decided — a decision that will have ramifications for both institutions, according to The News & Observer.

William L. Roper, MD, CEO of UNC Health Care and dean of the UNC School of Medicine, provided an update about the organizations’ negotiations Feb. 20 following a closed-door session with a special committee of the UNC System’s board of directors earlier that same day.

“I had a lengthy conversation with our Charlotte friends this morning, and I think we are making some progress in narrowing the differences but we have not yet reached agreement,” Dr. Roper told The News & Observer. “Both sides are interested in the key questions of who’s in charge, how are decisions going to be made, how can we balance the interests so that both sides feel fairly represented in the decision-making process. Those are the big questions and we’re still working on them.”

The decision of who maintains control over the merged entity, which would comprise 60 hospitals and at least 90,000 employees, would have significant effects on UNC’s medical research and the UNC School of Medicine, a state-owned entity belonging to the UNC System.

The organizations entered into negotiations regarding a potential merger last August. At that time, officials selected Atrium Health CEO Gene Woods to serve as CEO and Dr. Roper as chair of the combined system’s board of directors. Dr. Roper said Feb. 20 that following the completion of his term as chairman, Atrium Health’s board chairman would assume the role. After that, UNC Health Care and Atrium Health would alternate appointing leaders to the role.

Dr. Roper’s update comes after multiple organizations, including the state’s largest insurer, Blue Cross Blue Shield of North Carolina, said they could not support the proposed merger. North Carolina Attorney General Josh Stein wrote a letter Feb. 15 to the chief executives of both health systems demanding additional information regarding the proposed deal, stating the systems had not provided enough information about how the transaction would affect healthcare costs for consumers.

Dr. Roper’s announcement Tuesday also reportedly did not satisfy concerns voiced by North Carolina Treasurer Dale Folwell, who last week called on UNC Health Care to issue a $1 billion performance bond to guarantee cost savings from the proposed deal.

Mr. Folwell said Tuesday Dr. Roper’s update did not provide assurance healthcare costs would decrease and that the update underscores the huge stakes involved in the negotiations, according to the report.

CHI Health CEO Dr. Cliff Robertson on the greatest misconception about CEOs

Posted on by • Posted in Uncategorized • Tagged , , , , , , , , • Leave a comment

https://www.beckershospitalreview.com/hospital-management-administration/chi-health-ceo-dr-cliff-robertson-on-the-greatest-misconception-about-ceos.html

Image result for dr cliff robertson

Cliff Robertson, MD, is senior vice president of divisional operations at Englewood, Colo.-based CHI and CEO of CHI Health, the system’s Nebraska/Southwest Iowa Division.

As CEO of CHI Health, he oversees 14 hospitals, 136 clinical locations and over 12,500 employees. Prior to joining the system in 2014, Dr. Robertson simultaneously served as interim CEO of Houston-based St. Luke’s Health System and COO of CHI Franciscan Health in Tacoma, Wash.

Dr. Robertson took the time to answer three key leadership questions from Becker’s.

Editor’s note: Responses have been lightly edited for length and style.

Question: Is it important for CEOs to have a public presence?

Cliff Robertson: A public presence is critically important for a CEO; in fact it was one of the biggest changes I experienced when I transitioned from COO to CEO.

I believe a CEO has an obligation to dedicate time toward community engagement because that leads to a public presence for the organization. I actively participate in the local Chamber of Commerce, am willing to meet with media to discuss the issues of the day and specifically meet with business leaders. These gatherings are not only “meet and greets,” but they give me an opportunity to share information about our organization’s strategic direction and initiatives. I also make a point of communicating with community stakeholders directly through monthly updates and video blogs. All of these efforts can be valuable and are designed to create a more public presence for CHI Health.

Q: What is the biggest challenge you face right now as a CEO?

CR: The biggest challenge all CEOs face is explaining the “why” to front-line staff and clinicians. The considerable changes taking place in healthcare today and accompanying disruption create doubt about the future and anxiety for all of us in healthcare.

I focus on helping our team understand “what” is changing and then the “why” behind the decisions we make as an organization. I learned a while ago the best thing I can do as CEO is help our team understand where we are going and at the same time answer their question of, “What does this change mean for me?”

Q: What is the greatest misconception people have about being a CEO?

CR: I think some folks assume I make decisions all the time. I actually believe in the wisdom of groups. That includes having our front-line staff involved in deciding how best to resolve our organizational problems. I see my role as a facilitator of groups that have to “get their hands dirty” as they help us solve the many challenges we face.

George Washington on Leadership & Vision

Posted on by • Posted in Uncategorized • Tagged , , , , , , , • Leave a comment

https://www.c-span.org/video/?403436-1/george-washingtons-journey

Image result for george washington's journey

An exciting introduction to a George Washington we rarely see, a president who strategically traveled to all thirteen states and transformed American political culture. “Breen’s clearly written account of these sojourns give readers a fresh understanding of the president’s personality, his public and private lives, and the political and social climate of the time” (Library Journal).

During his first term as President, George Washington made arduous journeys to each of the thirteen new states. He understood that Americans did not yet feel part of a nation, and that he alone could bring them to that conviction. For Washington, the stakes were high. In scores of communities, he communicated a powerful and enduring message—that America was now a nation, not a loose collection of states. And the people responded to his invitation in ways that he could never have predicted.

In George Washington’s Journey, T.H. Breen introduces us to a George Washington we rarely meet. By nature shy and reserved, the brand new president decided that he would visit the new citizens in their own states, that only by showing himself could he make them feel part of a new nation. He displayed himself as victorious general (he wore his regal uniform and rode his white stallion) and as President (grand dinners, military parades, arcs of triumph, and fancy balls). He travelled by open carriage on terrible roads, in awful weather, staying and eating at lousy inns.

Breen takes us on Washington’s journeys. We see the country through his eyes and listen through his ears. Washington drew on his immense popularity, even hero worship, to send a powerful and lasting message—that America was now a nation, not a collection of states. In George Washington’s Journey, we come to understand why the first president is the indispensable Founding Father.

 

Rise of the Permanent Interim Executive

Posted on by • Posted in Uncategorized • Tagged , , , , , • Leave a comment

https://www.linkedin.com/pulse/rise-permanent-interim-executive-zachary-n-besheer-mha-fache/

ZACHARY N. BESHEER, MANAGING DIRECTOR - Integrated Healthcare Strategies

You have a dilemma: your big, mission-critical project needs full-time, executive-level leadership for the next year. You cannot spare anyone from your current executive team, and no one in the leadership pipeline has the proven skills needed for the job. You don’t want to hire someone new, because you don’t expect to have an opening for the new hire a year from now.

Situations like this occur every day throughout the healthcare industry, and increasingly, hospitals and health systems are turning to interim executives to fill this need. With market demand growing, more and more experienced executives are opting to become permanent interims.

Isn’t permanent interim an oxymoron?

Permanent interim executives are highly-skilled leaders who have a burning desire to make sustainable change, produce quantifiable financial gains, and improve clinical outcomes – all on a temporary, full-time basis.

Executive positions are stressful jobs that demand an exceptional commitment of time and energy. People who hold these positions often dream of finding careers that are equally rewarding, but allow for a different work-life balance. Today, some executives are finding that life as a permanent interim gives them an opportunity to use the skills gained over a career, while exercising more control over when and where they work.

Permanent interims are often retired, or approaching retirement, but not ready to quit working altogether. They are typically over-qualified for the temporary jobs they fill, so they are able to step into a role and make an impact from day one. They are usually self-employed, providing for their own health insurance and pension benefits. Most all reputable interim executives work through firms such as Integrated Healthcare Strategies (Gallagher Integrated), a division of Gallagher Benefit Services, Inc.

In Peter Drucker’s book, Managing in the Next Society, he wrote, “One prediction I’ve heard is that in a few years the people who are not employees of the organization for which they work will greatly exceed the number who are.” Hospitals subcontract for housekeeping services with outside firms who pay the cleaning staff. They contract with physician groups to staff the emergency department. They occasionally hire clerical employees through temp agencies to reduce a billing backlog. These are examples of the phenomenon Drucker was talking about, but they are hardly the only ones.

MBO Partners, a firm offering operating infrastructure for independent workers, reports that in 2015, 2.9 million American workers earned $100,000 or more as full-time interims. Drucker called contract work at the upper level “intellectual capital on demand.” Gallagher Integrated fields many requests for people with executive experience to fill jobs that are not expected to be permanent. These projects are most often related to a key leadership vacancy or a major project that needs additional attention. One frequent request we receive is for an interim chief financial officer. We also field calls for an interim chief nursing officer or nursing director. We place interim chief human resources officers and CEOs in interim positions as well.

Why not consider hiring a recently retired CFO with merger experience as an interim executive to manage the financial side of your next major acquisition? Why not hire a seasoned HR officer as an interim executive to assist your hospital with a major reorganization? Why not look for the best available leader for your project, instead of assigning it to someone who is merely adequate to the task? Doesn’t the availability of well-qualified executives willing work on an interim basis open up the possibility of obtaining better leadership for your organization?

Increasingly, we are living in an “on-demand” world, and our workplaces are reflecting the changes happening in society. Healthcare, with its breathtaking pace of change and exceptional pressures on costs, is an industry where interim executives can make a meaningful impact. Fortunately, there is a ready pool of highly qualified and experienced healthcare executives who have chosen careers as permanent interims.