Tag Archives: Leadership

How Do You Recognize a Trustworthy Leader?

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How Do You Recognize a Trustworthy Leader?

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I’m hearing people talking about trustworthy leadership everywhere I go. We all crave it. We seek it out because trustworthy leadership allows us to be at our best so that we can make a meaningful contribution.

To recognize a trustworthy leader, look for all of these tell-tale signs:

  • Values Centered – character, integrity and moral awareness are top priorities
  • Full Congruence – behaves the same way in every context, and shows congruence between thoughts, words and deeds
  • Genuinely Cares – treats people well – everybody, not just the inner circle
  • Shows Respect  – demonstrates respect for people and differences
  • Other Focused – realizes that leadership is about bringing out the best in others – and it shows in every interaction and conversation

The best leaders strive to live out all five of these characteristics every day. They center themselves in positive ethical values like respect, care and trustworthiness.

What should you do if you can’t find a trustworthy leader? Keep looking. They’re out there.

The ”New Normal” For The C-Suite – Learning Agile Leaders

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The ”New Normal” For The C-Suite – Learning Agile Leaders

A look at agility and leadership and 4 strategies CEOs can use to create a learning agile C-suite team in their organization.

What are CEOs looking for in the next generation of C-Suite leaders? Let’s look at three real-world examples:

1. Growth Leaders – The CEO of a multi-billion dollar industrial products company boldly sets an ambitious growth goal of growing revenue by 40% over a three-year period. He has a Board-approved strategy, a solid operating plan with targets, and a newly developed business unit organization structure to implement it.

But he also knows that this is the easy part. What’s the hard part? It’s building a cadre of leaders who can grow the company at a rapid clip. No one has asked them to do anything like this before. They have good managers, but do they have growth leaders?

2. Champions of the Greater Good – The CEO of a large, global educational services company is reorganizing to increase its impact in the company’s areas of focus. The new organizational model will enable linkages across the company, connecting people from various disciplines together to innovate and drive marketplace success.

The CEO needs to staff several newly defined senior executive roles with leaders who will drive collaboration across former fiefdoms and make decisions that put the company, not their unit, first. Which leaders will have not only domain expertise but also the ability to wear an “Enterprise Hat”?

3. Transformational Leaders – A well-respected publishing company is transforming its brand. It must reach new audiences with ever more impactful content and diversify its traditional sources of revenue. The CEO came on board with a change imperative and is heading into the third year of a multi-year transformation process.

After collaboratively developing a strategy with her Board and engaging all employees in the change process, the time is now to see the changes implemented flawlessly. She needs her leadership team to collaborate across silos, make difficult strategic and operational decisions and lead with a more integrated “One Company” mindset. Who will help her lead this transformation?

The 1 thing about healthcare that needs to change: 4 executives weigh in

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http://www.beckershospitalreview.com/hospital-management-administration/the-1-thing-about-healthcare-that-needs-to-change-4-executives-weigh-in.html

Self-Discovery

From the shift to value-based care to increased price transparency, the healthcare industry is in the midst of significant changes that are aimed at efficiently improving care. However, for that goal to be achieved, problems in the industry such as disparity in access to care and confusing billing systems still need to be addressed, according to healthcare executives.

In a panel discussion on Nov. 9 at the Becker’s 5th Annual CEO + CFO Roundtable in Chicago moderated by Rhoda Weiss, PhD, nationally recognized consultant, speaker, and author, four great minds in healthcare discussed the changes they would like to see in the industry, what gives them pride in their organizations and the issues that keep them awake at night.

Future hospital leaders: Prepare millennials to take the reins

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http://www.trusteemag.com/articles/1170-hospitals-start-preparing-millennial-leaders?eid=333956129&bid=1582128

Handshake

http://www.fiercehealthcare.com/healthcare/hospitals-grooming-millennials-to-lead-industry?mkt_tok=eyJpIjoiWVRRd016UTRNRGRoTlRoaCIsInQiOiJIQXpOMU5UWmFUeUNUckNBRDZLYTMxemRZWU5yUzR0UW1sMXdzN1JDU3paN3F6MCtSb25sT3NIcERnN2J5SitRaTliV2RlMjlXckJJOXZITldQK1wvaWc1NGRiY1lkblJqWUlQTHY2dTZ3a289In0%3D&mrkid=959610&utm_medium=nl&utm_source=internal

Trustee takeaways

“The good news in terms of identifying successful millennial leaders is that they are not significantly different from successful leaders in other generations,” says Cindy Roark, M.D., president and CEO of Synergy Population Health. Members of this group, though, do come with some of their own quirks. They often look to others — and their own leaders — to:

  1. Communicate the “why” for any decision or project.
  2. Make an attempt to make everyone feel part of the process.
  3. Facilitate collaboration on projects that would have been autonomous in the past.
  4. Allow for and be a part of team building and camaraderie.
  5. Allow for flexibility to address work-life balance.
  6. Provide continual feedback.
  7. Provide praise.
  8. Develop and support a social responsibility strategy in the organization.

When You Feel Pressured to Do the Wrong Thing at Work

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https://hbr.org/2016/11/when-you-feel-pressured-to-do-the-wrong-thing-at-work?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

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By now you’ve probably heard the story of the fraudulent business practices at Wells Fargo – the bank that pressured employees to create false credit card and deposit accounts. Have you asked yourself what you would do if you were an employee facing that kind of pressure? In other words, how do you handle a situation in which the incentives seem to be telling you to do something you believe is bad for your customers and clients, or maybe even illegal? And what if it’s clear your boss wants you to get with the program – and your bonus, a promotion, or even your job are on the line?

It’s easy to think that these situations are black and white. Either you go along or suffer the consequences. But sometimes these situations are gray, which I write about in Managing in the Gray. My central guidance is this: When you face a really tough problem, work through it as a manager and resolve it as a human being. This approach can help you avoid stark choices between getting ahead and doing something you believe is wrong.

Here’s how that advice applies to dealing with a situation where you think you are potentially being incentivized to do the wrong thing: