Traditionally, executive coaching has been used to enhance leadership and organizational performance. However, since the pandemic, we are seeing more companies turn to coaching as a mechanism to reduce burnout, which when ignored can cause lasting effects on employee health and organizational performance. And given the statistics — according to Indeed, 52% of employees experienced burnout in 2021 — burnout has become a serious concern for leaders across all industries.
We are fortunate to have an advisory board, comprised of multi-sector industry leaders from a variety of disciplines, to guide our strategy and growth. We have created the “Meet the Advisory Board” series as a way to introduce you to these talented leaders and learn about their perspectives on leadership and cross-sector collaboration.
In this interview, meet Advisory Board member Craig Samitt, the CEO and Founder of ITO Advisors, a healthcare advisory and investment firm.
Imposter syndrome, defined by the Harvard Business Review as “doubting your abilities and feeling like a fraud,” impacts high-achieving people as they often find difficulty in accepting their own accomplishments. Essentially, people with imposter syndrome feel as though they’re not qualified enough, not talented enough, or simply not good enough to perform their job well.
But, could this be a case of mind over matter? Or is there more to overcoming imposter syndrome?
Becoming a successful leader today requires the ability to prioritize learning and continuous development of skills, knowledge, and behavioral competence. To excel in healthcare leadership it’s crucial to take note of certain habits that may be inhibiting your ability to grow and achieve your goals. Are you spending enough time on your own health? Maybe you have a hard time deciphering between being a friend and being a leader. Or maybe your biggest roadblock is your fixed mindset.
There’s no such thing as a one-size-fits-all coaching solution. Thankfully, there are multiple options for organizations to consider as they look to develop individuals, teams, and groups. Coaching best practice customizes the approach to fit the exact needs of the organization, individual, group, or team. In this article, we’re lifting the veil on the differences between peer coaching, group coaching, and team coaching and discussing when and how they are best applied. Let’s dive in.
As employees reboard and return to work they are demanding better company culture, supportive leadership, and enhanced opportunities to collaborate. As we know through our work with companies across various sectors, poor company culture leads to inefficient communication, unsatisfied employees, high turnover, and poor team effectiveness. Now, more than ever, leadership teams need to prioritize strengthening their team dynamics to improve the overall success of the organization. In this article, we’re revealing the top 3 steps you can use to bolster your team’s effectiveness and achieve impactful business outcomes as a result.
We are fortunate to have an advisory board, comprised of multi-sector industry leaders from a variety of disciplines, to guide our strategy and growth. We have created the “Meet the Advisory Board” series as a way to introduce you to these talented leaders and learn about their perspectives on leadership and cross-sector collaboration.
In this interview, meet Advisory Board member Laura Landy, President & CEO of the Rippel Foundation and the Founder and Chair of ReThink Health, the Foundation’s flagship initiative.
Leadership development empowers leaders, enhances trust, and creates employee and customer engagement resulting in a more aligned and productive workforce. Overall, leadership development:
- Boosts employee and customer engagement and productivity
- Improves the organization’s ability to find and retain high-quality talent
- Reduces issues and costs associated with turnover
- Equips teams with the skills to plan for succession
Health systems are continuing to merge together at an accelerating pace. However, successfully capitalizing on the intended outcomes of mergers and acquisitions (M&As) has proven to be no easy task. For newly formed health systems, the failure rate of integration has been estimated at 70% - 90%. Health systems with poor integration of physician services and lack of alignment between executives and physicians tend to experience poor financial performance, higher costs, and lower quality of care.
There’s a new war for talent upon us as organizations face both planned and unplanned retirements coming out of the pandemic. We know that those companies with formalized succession plans are better prepared to respond to the increasingly competitive landscape for recruiting new talent and retaining existing talent.
