The Referent Group

On the most recent episode of the High Impact Physician, Tom Hustead M.D. and I dive into: - How mowing the lawn led to military and medical service - The need for new mental models and ways of thinking - Shifting from “I’ll do it” to “I’ll develop my people” - Why connecting with others is a pragmatic strategy for being more productive - Insights after a tough exit interview that Tom learned a ton from - His mission to develop stronger medical leaders through coaching programs and workshops - And more Listen to the full episode here: https://lnkd.in/gx_twGx6

In 1994, as a cadet at West Point, I came across a (well-known) quote that changed me as a leader: “People don’t care how much you know until they know how much you care.” It affirmed what I wanted to believe. And so I believed it…and aspired to live it. But here’s the thing: it’s not actually true. It was just an opinion (often attributed to Teddy Roosevelt) without the backing of research or even my own lived experience. Several years later, I led multiple individuals who didn’t care at all how much I cared. They cared how much I knew. They wanted me to not waste their time. And they wanted me to give them space to get their jobs done. To lead others well, we have to know ourselves. But more important, we have to know those we lead. It requires intention, reflection, and selflessness (maybe even the sacrifice of our preferred leadership style). In the end, it’s not about us…no matter how much we choose to care. Leading others is too difficult to find answers in the forms of quotes or formulas. We must find it in consistent and candid reflection on how our own actions impact the minds and hearts of those we lead. I still care, and I still like the quote. But it needs a tweak: “Some people don’t care how much you know until they know how much you care.”