Strategic Leadership Circles’ Post

Fact: We need capable and confident leaders in order to deliver high-quality health services. Problem: We don't talk leadership early enough in health careers. Impact: Many clinicians do not identify with the word "leader" or "leadership" to describe the influence they have in their roles. For example, clinical supervisors who don't identify as leaders, as they don't line manage staff, yet they regularly mentor and teach clinical skills to other qualified health practitioners. Which means → they aren't thinking about self-leadership, or aware and actively learning about growing their own positive influence on their supervisees; yet this relationship has a significant impact on the workplace experience for the person they support. Solutions: ✔️ Include leadership and management in undergraduate and in training programs for all healthcare training programs. ✔️ Acknowledge and celebrate leadership at all levels in our healthcare workforce and by our customers! ✔️ Actively teach, coach, and mentor leadership skill development in-house in healthcare organisations- especially for those line managing others. This article explores why our people may shy away from identifying as leaders - let's shine a light on this phenomenon in the health sector! https://lnkd.in/e4vQwg-u

9 tips to improve your leadership skills as a clinician Read more: https://lnkd.in/gcNPQ7-R #healthcare #leadership #physician

False narratives — the lies we believe and tell ourselves — often derail the best intentions and efforts of healthcare leaders. In this post, Dr. Michael Hein guides us on how to avoid the traps of blind leadership. https://bit.ly/3cHGALs #healthcareleadership #leadershipdevelopment

As healthcare leadership coaches, we often get asked about physician leadership myths. If you search the web, you'll find a long list of misconceptions. Common myths include: ❌ "Great physicians make great leaders." ❌ "Physicians lack business skills." ❌ "Leadership takes away from clinical expertise." ❌ "Only top-performing physicians should lead." ❌ "Physicians can't effectively lead non-physicians." ❌ "Physician leaders must know everything about every area they oversee." ❌ "Physician leadership is only about improving clinical outcomes." And the list goes on. If you ask Mike Hein, a seasoned physician leader and MEDI Leadership coach, the greatest myth of all doesn't appear on this list: "Physicians are different from other leaders and need to be handled differently." Click on as Mike expands on why this myth exists, and what it takes to build high-performing, transformational physician leaders. ☟ https://bit.ly/3YAOrEc

Has your organization implemented a formal decision-making process? Are the members of your organization’s leadership equipped to make decisions in the midst of uncertainty? I help nurses who are in management roles become leaders who understand the different types of decision-making processes, as well as which type is best suited for specific situations. Decisive: A direct, efficient, fast and firm decision-making style, characterized by ACTION.  • Task-oriented Hierarchic: An analytical and focused decision-making style, characterized by the expectation that decisions will be FINAL. • Complex, highly intellectual Flexible: An adaptable decision-making style, characterized by the ability to make decisions and change course amid shifting situations.  • Social, responsive Integrative: A participative decision-making style, characterized by using input from many different sources.  • Collaborative Nurse Lexi Jay “Cultivating leaders, transforming health care.”  #nurseleader #leadershipdevelopment #hospitalmanagement #healthcareprofessionals #healthcareleadership #linkedinnursing 

Public/Global Health Leadership in times of uncertainty! Invited by Senait Kebede, MD [Ped], MPH, PMP for a guest lecture on public health leadership competencies, I specifically highlighted the importance of authenticity and "lean" leadership to attendees of the Grant writing and public health leadership course at the Emory University/Global Health, Atlanta. -       Leadership is a lean concept: Context sensitive, parallel learning philosophy, intellectual humility (self awareness) and grounded on mutual respect -       A Co-created and Clear definition of a mission and vision remain key in guaranteeing accountability and responsibility -       Leadership should be authentic: Organizational buy-in to intentionally create and accommodate psychological safety spaces for expression of people’s views: this allows people to be their genuine selves, and unique opportunities to express challenges and receive needed support in real time -       Investment in leadership training as a culture: workshops, seminars, courses, coaching - A leader is an empathic and authentic being, driven by assumed values, ethical standards, virtues and integrity Thanks Senait Kebede, MD [Ped], MPH, PMP for the invitation, and the students for the very insightful questions.

Want to learn how emotions play a role in healthcare leadership? . . . . . . As a healthcare leader, I've witnessed firsthand the impact of unchecked emotions on decision-making, leading to suboptimal outcomes for both patients and staff. The problem for the new or emerging leader in health: Many new or emerging leaders in healthcare struggle with managing their emotions effectively, which can hinder their ability to make sound decisions and lead with confidence. 3 things that can help you... 👉Prioritize Emotional Intelligence: Invest in developing emotional intelligence skills to better understand and manage yours & others emotions in high-pressure healthcare environments. 👉Practice Mindful Decision-Making: Incorporate mindfulness techniques to cultivate self-awareness and regulate emotions, ensuring clarity and focus in decision-making processes. 👉Seek Professional Guidance: Engage in coaching &/or development programs specifically tailored to enhance emotional mastery and leadership effectiveness in healthcare settings. Repost if you've gained insights into the crucial role of emotional intelligence in healthcare leadership. #EmotionMastery #MindfulCoaching #leadershipdevelopment #healthcareleaders PS.schedule a free consultation

Does a title define a leader? In a hospital setting, leadership is not limited to those with high-ranking titles. Leadership is also about : -The nurse's comforting touch, -The surgeon's skilful hand and, -The researcher's innovative mind. What makes a leader in healthcare is not their job title but their impact on others. I have witnessed interns making life-changing decisions in critical emergencies. This proves that leadership is about more than just experience or rank. It is about 1️⃣ Trust 2️⃣ Empathy 3️⃣ Influence, 4️⃣ Resilience, 5️⃣ Strategic vision Leadership is not a promotion that can be earned overnight. It's a daily practice that requires consistent actions. Please stand with me in redefining healthcare leadership. Let's show the world that we all have the potential to make a difference in the lives of others. Shout out to the leaders who inspire you. Please share stories of how they motivate you. Let's be the best leaders we can be. Please like, comment and repost if you found the post valuable. Follow me, Ikechukwu Dominic Okoh, for more insights. Turn on 🔔 Subscribe to our newsletter here: https://lnkd.in/d-euZZhM. It is published every Monday at 6:00 AM GMT. Good morning. #healthcare #leadership #empathy #trust

“My motto is that as I climb, I must lift others into the room” Misan Harriman ✨ This quote by Misan Harriman during a conversation event at the British Luxury Summit really resonated with me. I’m sure that this can be translated across many industries and it's certainly highly relevant to my area of practice in healthcare. ✨I have first hand experience of being the beneficiary of this ethos and that has left me with the aspiration to actively seek out opportunities to pay this forward with emerging leaders. ✨Recently, I engaged in a conversation with some healthcare colleagues about reciprocal mentoring. My personal perspective is that all senior healthcare leaders should be engaged in some form of reciprocal mentoring. To me, this forms the foundational basis of my very definition of leadership. They shared an alternative perspective, that some senior leaders are not equipped to be effective mentors and this may inadvertently cause their mentees more harm than good if the responsibility is forced on them. ✨I acknowledge that this can be true and yet found it jarring. ✨For a profession which is entirely centred on our people- patients, citizens, colleagues etc.. why would we select leaders who are not equipped to positively engage with developing others? ✨I am privileged to work at King's College Hospital NHS Foundation Trust where our remarkable OD, EDI teams and others have worked diligently to establish a reciprocal mentoring scheme available to all employees. Also, under Dr Camilla Kingdon MA MBChB FRCPCH FRCPI(Hon) and Robert Okunnu ChartPR MCIPR’s leadership, the Royal College of Paediatrics and Child Health (RCPCH) rolled out a reciprocal mentoring initially focussed on Senior Officers with overwhelmingly positive feedback from the initial cohorts. ❓What are your thoughts? ❓Should all Senior Leaders be engaged in mentoring as a necessity? ❓Can we all be trained to be effective mentors? ❓What does successful reciprocal mentoring look like within healthcare as well as other industries? Professor Dr. Funke Abimbola MBE, Olufemi Akindolie, Claudette Elliott, Funmi O., Bernadette T., Arfan Bhatti, Jessica Ahluwalia Assoc CIPD #mentoring #reciprocalmentoring #EDI #RCPCH

Have you ever wondered how distributed leadership might work in an Emergency Department, and what can we all learn from such an experiment? In this week’s Frontline Mind Coaching Community of Practice, Dr Kate Field, an Emergency Physician, Senior Consultant and Fellow of The Australasian College of Emergency Medicine (FACEM), led a conversation about the evolution of distributed leadership in emergency practice. Distribution of leadership, and responsibility and accountability, can be horizontal and vertical in a formally hierarchical organisation, or even entirely flat in some small teams and small organisations. The key ingredients necessary for a distributed leadership model to work effectively, include trust, respect, psychological safety, good communication, shared strategy, and understanding of culture and values. The potential risks and challenges of a distributed leadership model were also discussed, with a focus on the importance of clear boundaries, and the potential for over-consultation in times of crisis. Interestingly, Kate’s experience saw a change from an initially traditional hierarchical structure, evolution to a shared flat model, then partial devolution back again! The key takeaway from the coaching sessions was that distributed leadership is not a one size fits all. On the whole though, sharing formal leadership enables performance more than top-down command and control.