Category

Leadership Development
For many healthcare leaders, things have been nothing short of brutal. How does a leader stay in a good place and help others do the same when things are so difficult? At MEDI we have noticed three essential elements. Abide by the Stockdale Paradox Confront the brutal facts of your present reality while never losing...
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By Robert (Bob) Porter and Janet Dombrowski You’re working hard to grow as a leader and are making meaningful progress. Well done! Looking ahead, how do you sustain your progress until those changes become new, unconscious habits? It’s helpful to think of growth as a cycle with four distinct phases: Unconscious “incompetence” You have blind...
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Along with our experiences as coaches, studies increasingly point to a new reality for leaders: The ways we’ve led and made decisions in healthcare are no longer adequate to lead today’s more complex organizations. Today’s new realities require agile leaders masterful in the art and science of co-creating coordinated movement. With that in mind, we’ve...
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It’s that time of year when the world seems to become, at least for a while, a little bit kinder, a little more grateful, a little more hopeful. We take time to step outside ourselves and consider ways big and small we might express our love and appreciation for those who are an important part...
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Happy New Year! The end of the year and beginning of a new one provides a natural place for us to pause, reflect and move forward with intention. As you begin a new chapter in 2022, it’s my hope that this focused set of questions will serve as a valuable framework for reflecting on your...
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Across our industry, data continues to reflect a troubling pattern: Patients and healthcare workers are harmed in hospitals each day. According to OSHA, hospitals are one of the most hazardous places to work, nearly doubling the rate of work-related injuries and illnesses compared to private industry. The cost, both in terms of human suffering and...
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Emotional Intelligence (EQ) is a must for high-performing leaders during regular times, but it is especially important during crises. When times are uncertain and decisions are especially complex, leaders need to tune in to their own emotions in order to better understand and manage them. They also need to be aware of others’ emotions to...
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If you’re a healthcare leader in 2021, chances are very high that you’re working mightily to transform some aspect of your personal, leadership or team outcomes. Whether it’s an overdue shift in organizational culture, navigating conflict, restoring a damaged reputation or else, wise leaders recognize that new results demand new approaches. As you explore solutions,...
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In my coaching practice it is surprisingly common for me to encounter experienced and highly accomplished leaders riddled periodically with crippling self-doubt. Known as the “imposter syndrome” or “inner critic,” that internal voice of self-doubt is something that seemingly every leader battles to some extent at some time, regardless of overwhelming, objective evidence to the...
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>> Access part 1, part 2, and part 3 of this series. The most common refrain we, as coaches, hear when we interview leaders in an organization is, “We need more accountability in this place!” That’s consistent with data compiled by Patrick Lencioni, author of The Five Dysfunctions of a Team, reporting accountability as the...
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