WHY HUMILITY DELIVERS MORE RESULTS THAN ARROGANCE

Why Humility Delivers More Results Than Arrogance

Courage and humility:

You’d be wrong if you said humility is kin to fear.

Courage is the willingness and ability to fail and try again.

Arrogance needs to appear perfect so it plays it safe. It won’t try unless success is certain. Arrogance fears and rejects failure.

Humility accepts responsible failure and keeps going.

Wisdom and humility:

The arrogant become fools.

Arrogance learns slowly, if at all. It won’t accept advice or guidance from others because it believes it already knows best.

Learning is hard for arrogance.

Arrogance knows. Humility knows there’s more to know.

Humility learns from failure, improves, and gains insight. Arrogance, on the other hand, repeats ineffective behaviors and blames others for failure.

Humility learns because it listens. Arrogance despises listening.

Arrogance points fingers.

Humility takes responsibility and grows.

There is no growth apart from taking responsibility.

Humility and results:

Humility respects and appreciates others. Teams work hard for leaders who appreciate their hard work.

Humility connects with others and honors their talent.

Arrogance stands aloof and feels threatened when others shine.

Five practices of humility:

  1. Learning.
  2. Listening.
  3. Courage.
  4. Connection.
  5. Responsibility.

Which of the five practices of humility are most relevant to you?

How are courage, learning, and results connected to humility?

 

What creates a toxic hospital culture?

https://www.kevinmd.com/blog/2015/10/what-creates-a-toxic-hospital-culture.html

Image result for toxic culture

 

Hospital culture is largely influenced by the relationship between administrative and clinical staff leaders. In the “old days” the clinical staff (and physicians in particular) held most of the sway over patient care. Nowadays, the approach to patient care is significantly constricted by administrative rules, largely created by non-clinicians. An excellent description of what can result (i.e., disenfranchisement of medical staff, burn out, and joyless medical care) is presented by Dr. Robert Khoo.

Interestingly, a few hospitals still maintain a power shift in the other direction — where physicians have a stranglehold on operations, and determine the facility’s ability to make changes. This can lead to its own problems, including unchecked verbal abuse of staff, inability to terminate bad actors, and diverting patients to certain facilities where they receive volume incentive remuneration. Physician greed, as Michael Millenson points out, was a common feature of medical practice pre-1965. And so, when physicians are empowered, they can be as corrupt as the administrations they so commonly despise.

As I travel from hospital to hospital across the United States (see more about my “living la vida locum” here), I often wonder what makes the pleasant places great. I have found that prestige, location, and generous endowments do not correlate with excellent work culture. It is critically important, it seems, to titrate the balance of power between administration and clinical staff carefully — this is a necessary part of hospital excellence, but still not sufficient to insure optimal contentment.

In addition to the right power balance, it has been my experience that hospital culture flows from the personalities of its leaders. Leaders must be carefully curated and maintain their own balance of business savvy and emotional IQ.  Too often I find that leaders lack the finesse required for a caring profession, which then inspires others to follow suit with bad behavior. Unfortunately, the tender hearts required to lead with grace are often put off by the harsh realities of business, and so those who rise to lead may be the ones least capable of creating the kind of work environment that fosters collaboration and kindness. I concur with the recent article in Forbes magazine that argues that poor leaders are often selected based on confidence, not competence.

The very best health care facilities have somehow managed to seek out, support and respect leaders with virtuous characters. These people go on to attract others like them. And so a ripple effect begins, eventually culminating in a culture of carefulness and compassion. When you find one of these gems, devote yourself to its success because it may soon be lost in the churn of modern work schedules.

Perhaps your hospital work environment is toxic because people like you are not taking on management responsibilities that can change the culture. Do not shrink from leadership because you’re a kind-hearted individual. You are desperately needed. We require emotionally competent leaders to balance out the financially driven ones. It’s easy to feel helpless in the face of a money-driven, heavily regulated system, but now is not the time to shrink from responsibility.

Be the change you want to see in health care.

 

4 Specific Areas of Focus and Responsibility

http://blog.americashealthcareleaders.com/mark-solazzo-4-specific-areas-of-focus-and-responsibility/?utm_source=AHL+Blog+Subscribers&utm_campaign=de789c1dad-AHL_ESSENTIAL_RSS_EMAIL_CAMPAIGN&utm_medium=email&utm_term=0_aab606a0e1-de789c1dad-117304501

Every organization has vision, which requires focus in order to achieve. The focused pursuit of vision is what truly sets apart a successful organization from another. In today’s featured segment, Mark Solazzo, EVP & COO of Northwell Health, discusses his focused pursuit of Northwell’s vision and mission.

According to the bio referenced in this clip, Mark Solazzo is “responsible for integrating the strategic plan of the organization through its operations and maintaining an organizational culture that recognizes the importance of strategic change leadership, excellence in execution, accountability and the ongoing commitment to long-term growth and innovation.”

In reference to this, Dan Nielsen asks Solazzo:

“What are the actions that you take or the decisions that you make to make sure that those are embedded in your organization on a daily basis?”

Solazzo answers by discussing how strategic change leadership and long-term growth and innovation go hand in hand. “It starts with the team you select.”  Solazzo emphasizes the importance of picking a diverse team and then trusting them to get the job done.

In regard to “excellence in execution and accountability,” Solazzo states: “We have a very well-developed system of metrics and accountability reporting.” This is system wide and monitored closely.

To view the full segment and hear the rest of Solazzo’s response, click below.

7 Core Behaviors for Honorable Leadership – Does This Include Everything?

https://leonleeellis.wordpress.com/2016/08/25/7-core-behaviors-for-honorable-leadership-does-this-include-everything/

Leading with Honor

“7 Core Behaviors for Honorable Leadership” – does the Honor Code include all the important elements for a foundation of honorable leadership?

1. Tell the truth even when it’s difficult. Avoid duplicity and deceitful behavior.

2. Treat others with dignity and respect. Take the lead, and show value to others.

3. Keep your word and your commitments. Ask for relief sooner than later if necessary.

4. Be ethical. Operate within the laws of the land, the guidelines of your profession, and the policies of your employer.

5. Act responsibly; do your duty, and be accountable. Own your mistakes, and work to do better in the future.

6. Be courageous. Lean into the pain of your fears to do what you know is right even when it feels unnatural or uncomfortable.

7. Live your values. Be faithful to your spiritual core, your conscience, and your deepest intuitions.