Despite all the talk about burnout - what causes it and its impact on health and wellness - reports of employees and leaders experiencing feelings of fatigue, lack of productivity, and disengagement are on the rise. In this recent study, over 50 percent of the survey’s respondents reported burnout with the highest levels found among healthcare workers.
In the rapidly changing healthcare landscape, innovation is a key driver of progress and improved patient outcomes. While traditional healthcare organizations continue to play a crucial role in care delivery, disruptors — healthcare adjacent companies that are shifting the healthcare industry by making big changes that significantly redefine the way care is delivered — are projected to represent an increasingly larger share of the market. According to a report from McKinsey & Company on what to expect from disruptors in the future, retail clinics, AI and wearable devices, telehealth, and digital platforms within HST (Health and Services Technology) are expected to grow significantly over the next few years.
At The Leadership Development Group, we’re experts in executive coaching. And, we recognize that if you haven’t been fortunate enough to experience coaching yourself, you may fall prey to some common misconceptions. In this blog, we’re debunking some of the most common myths surrounding executive coaching and providing a few ways to maximize your coaching experience.
There’s a reason the American Nurses Association calls nurses the “backbone of healthcare provision in the United States.” Nurses provide critical health care services, are often a patient’s first or primary point of contact throughout their care journey, and help promote overall health and wellness in the communities they serve through education and practice.
As the world of work changes, organizations are finding it increasingly difficult to recruit and retain optimal talent. In response, healthcare organizations are reviewing — and in some cases, overhauling — their talent strategies to validate leadership competencies and prepare leaders to meet current and future challenges.
The United States labor market is in a state of transformation, with major shifts taking place in demographics, technology, and the nature of work. Demographically, the workforce is aging, with more people over the age of 75 continuing to work and younger generations entering the workforce with different skills and expectations. Automation, artificial intelligence, and other new technologies are changing the way we work, while remote work and telecommuting are becoming more prevalent than ever before. Finally, the nature of work itself is evolving. As more tasks lend themselves to automation and support from artificial intelligence, more emphasis is placed on workforce creativity, problem solving, and collaboration.
In our last blog, we discussed the many challenges facing leaders in the life sciences industry in 2023, including heightened consumer awareness, increased competition for talent, and the rapid pace of change in the industry. Now, as a part of our “Making The Case” series, we’re exploring how one of our pharmaceutical clients is stepping up by developing diverse talent capable of succeeding in today’s complex business environment.
At TLD Group, we’ve spent a lot of time over the past few months considering the massive changes that are taking place in the health ecosystem, as well as the leaders whose jobs are changing every day because of these disruptions. This month, we’re honing in on the state of life sciences and its impact on executives, specifically leaders in the pharmaceutical sector, who play a critical role in the health ecosystem through researching, developing, and distributing vital treatments.
Earlier this month, we exploredTLD Group’s vision of creating a more interconnected and equitable health ecosystem by developing leaders who are collaborative change agents. In our next series of blogs, “Making The Case,” we will explore some specific steps we’re taking to achieve this goal.
You’ve probably heard the old maxim “can’t see the forest for the trees” being used to describe a person, or an organization, that doesn’t understand a broader situation because they’re only considering individual parts or portions of it. When that person is so focused on a single issue that they forget, or overlook, the real purpose behind what they’re doing, they miss the big picture — often to the detriment of the people and teams around them.
