Blog
Articles reflect only the views and opinions of the author
By Dr. Seleem Choudhury
The importance of inspiration in leadership has been long known. When people are inspired by the behavior of an individual, that inspiration can shape actions, goals, and outcomes. Ultimately, those who inspire others not only have a “significant positive impact on their followers,” but also on social systems.
Dr. Seleem R. Choudhury
Recently, my organization went through system-wide strategic planning sessions. Too often, even the best of strategic plans are not implemented successfully because organizations do not consider strategy execution in these discussions, neglecting to ask themselves how their organizations can prepare to implement the plans crafted (Cote, 2020). Our facilitator, Costin Jordache of Adventist Healthcare, lead us through our planning session, taking care to define the ingredients of execution. The following article explores his format for successful execution.
By Dr. Seleem R. Choudhury
Futurists and analysts are forever predicting various new-year opportunities for healthcare, from expansion and innovation to workforce priorities and strategic deselection and reduction. The twin juggernauts of economic impediments and recessionary fears, even with their challenges, will not slow down the need for healthcare. Healthcare leaders often struggle to navigate through this myriad of possibilities.
By Dr. Seleem R. Choudhury
The global business community has had a range of responses to the trend of uberization (Babali, 2019), as has the healthcare industry in particular. Yet as health systems emerge from the pandemic, Bloomberg reports that “the ongoing elevated costs of [healthcare] workers are causing profit warnings” (KHN, 2022; Court, & Coleman-Lochner, 2022). Regardless of one’s resistance or acceptance of uberization, healthcare employment is in crisis. Change must occur to keep health systems from financial disaster.
By Dr. Seleem R. Choudhury
On the cusp of entering an endemic state, organizations are deciding what to turn their attention to “after COVID.” Wise leaders will recognize that this is not as simple as carrying on with their pre-COVID strategies. No organization has been immune to the shockwave of disruption that the pandemic has caused (Lagasse, 2020). This is especially true in the healthcare field. Hospital staff and resources are strained from bearing the weight of pandemic changes and regulations as well as the loss of skilled staff in the Great Resignation. You simply cannot “pick up where you left off” strategically when your workforce—the essential piece to actually accomplishing any strategy—is burned out and struggling. Something has to give.
By Dr. Seleem R. Choudhury
Years ago, I accepted a job even though I was told that the team I was to lead didn’t want me as their leader. During my tenure, I received anonymous threats to leave, as well as episodes of sabotage and unhelpful behavior. Despite this, I was convinced that I could win them over with my leadership skills. Instead of improved conditions, however, things got worse. It became clear that the team was just waiting for me to make a mistake. Like all leaders (and indeed all humans), I eventually did.
By Dr. Seleem R. Choudhury
The uncertainty brought on by leadership transitions can be hard on employees and organizations (Keller & Meaney, 2017). Staff members wonder: Will the new leader understand the mission? What changes will they implement—and will that impact my ability to do my work and find fulfillment in this job?
But leadership transitions are tough on the incoming new leaders too. An IMD survey of 1350 HR professionals shows that transitions into new roles are the most difficult times in leaders’ professional lives (Watkins, Orlick, & Stehli, 2014). They face pressure to make a good impression, instill confidence in their selection across the organization, and perform the balancing act of learning about the company while attempting to shape it (Watkins, Orlick, & Stehli, 2014).
The first 30 days in a new role matter immensely, and can set the tone for a leader’s tenure in their organization.
