One of the key causes of the modern Physician Burnout epidemic is the state of leadership in healthcare
Let's face it, large organizations that employ hundreds of physicians are a new development in the healthcare industry. The consolidation in healthcare continues, forming larger and larger companies, while the on-the-job-quality of life for the workers continues to deteriorate.
Over and over again leaders emphasize numbers over mission, meaning, and culture of the group. Add COVID into the mix and it really is a perfect storm.
- Where did this go off the rails?
- Where can we find new attitudes and new skills to build a healthy healthcare workplace.
In this video Simon Sinek will show you lessons he learned from the Navy Seals that can help all leaders in healthcare.
Lessons about TRUST / PERFORMANCE / TOXIC CULTURES / SOFT SKILLS / THE PETER PRINCIPLE and #PhysicianLeadership.
Check it out and PLEASE LEAVE A COMMENT.
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There's NO Such Thing as "Soft Skills" | Simon Sinek
"I have a pet peeve. I hate the term soft skills. There's nothing soft about them. You know, and when we talk about hard skills and soft skills as if they're in opposition to each other that is nonsense.
It's hard skills and human skills.
Hard skills are the the skills I need to do my job and human skills are the skills i need to be a better human being.
And human skills are the skills that make better leaders.
So I had the opportunity to spend time with the navy seals which is a very high performing organization. I spent time at the head of training for the navy seals. They have an elite group within the navy seals and I asked him how do you choose who gets into that elite group. He drew up on a graph on a piece of paper with a Y-axis PERFORMANCE and an X-axis of TRUST.
The way they define performance is the way we define performance. Do you hit your numbers and all the stuff that we're used to measuring.
The way they define trust is what kind of person are you. The way they put it is, "I may trust you with my life but do I trust you with my money or my wife?"
Clearly nobody wants the low performer of low trust
What they learned is that the high performer of low trust is a toxic team member and they would actually rather have a medium performer of high trust sometimes even a low performer of high trust over the high performer of low trust.
Now if you think about it in business we have a million metrics to measure someone's performance and we have negligible to zero metrics to measure someone's trustworthiness. So we accidentally keep promoting toxic team members to become toxic leaders. PeoplE who are driven by self-interest predominantly and are not people who we necessarily trust. We may like them, we may get along with them but we don't trust them.
The amazing thing is it's unbelievably easy to identify these people in a team.
Just go ask any team who the asshole is and they'll all point to the same person. Easy.
Likewise it's actually very easy to identify the high trust employees. Go ask any team member who on your team will always be there for you when the chips are down - you trust them more than anybody, you want to be more like them and they embody the values of the company better than anybody. They'll also all point to the same person.
That person may not be your best individual performer but they are actually one of your best natural leaders who are getting higher performance and greater morale out of everybody else. Aand yet they're completely ignored inside the
organization very often because we don't have a system to recognize and reward them.
So i'm a big fan of peer reviews. I think peer reviews are a fantastic way to identify some of the the people who really do build great organizations, who are great leaders inside our teams.
So yeah you're a hundred percent right we do a very very bad job of identifying people who have some of these other attributes these human skills and human skills include things like listening, empathy, patience, how to how to have
difficult conversations, how to have effective confrontations, how we work with people when they want to give us hard feedback.
The rise of black lives matter in the united states is a very good example where there's a lot of team leaders who did nothing not because they're bad people it's because they didn't know how to have the conversation because nobody taught them how to have difficult conversations. We have to teach human skills if we want people to learn how to be better leaders.
We don't teach people how to lead, we promote people who have high performance and then we expect them to know how to lead which is nonsense.
Let's say you're in finance for example. Somebody taught you finance they taught you how to read a P&L. If they didn't teach you how to do it you wouldn't know how to do it. And it's the practice that made you good at your job and then
all of a sudden just because you happen to be good at that job we promote you to a position where you're now responsible for the the people who do the job you used to do but we don't teach you how to do your new job. We just expect people to know how to lead because you're good at finance doesn't mean you're good at leading a finance organization. They are completely separate skill sets.
I think most companies are desperately lacking in teaching leadership quite frankly. They have a two-day off site including a day of golf. They hire speakers like me and they think that's leadership training. I mean those things are important but that's not leadership training. You need real curricula inside your company. You need mentors and teachers and metrics to measure things like listening and empathy. If you teach it people will know how to do it.
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