Blog
Articles reflect only the views and opinions of the author
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
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.
