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.
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 Poonam Alaigh, MD, Research Professor, University of Pittsburgh and President & CEO of Alaigh Care Associates.
Executive coaching is an essential talent development lever that contributes to the success of organizations, especially those in the healthcare industry which faces unprecedented challenges today. According to the Human Resource Executive, healthcare leaders’ top priorities in 2022 are employee wellbeing, leadership development, and overall employee experience. Due to the stressors of the pandemic, healthcare leaders spanning all sectors are experiencing increased feelings of burnout and declining mental health.
Physician and nurse burnout is a severe issue that’s been plaguing the healthcare industry for years. Recognized by the World Health Organization as a syndrome resulting from chronic distress, physician and nurse burnout is a serious occupational phenomenon that has been accelerated and intensified by the COVID-19 pandemic.
Leadership development training for leaders in healthcare is crucial to accelerate individual, team, and business performance. During these tumultuous times, effective leadership supports the well-being and morale of teams and patients. In fact, ensuring that healthcare leaders are equipped with the right skills and mindset to be in a position of positive influence is at the forefront of many healthcare organizations’ priorities. Consequently, 52% of these organizations are currently naming physician and leader alignment as their top investment priority. Yet the same Huron survey shows that 21% of respondents report not having a leadership strategy in place.
As we enter the third wave of COVID-19, we are once again facing an uncertain future for leaders at all levels. One thing, though, is certain and that is the enormous impact of the pandemic on physician leaders. Physician leadership, which has always played a role in the alignment between hospital administration, medical staff, and the communities served, has become increasingly important as hospitals and health systems around the country embark on or continue efforts to strategically integrate with physicians. However, developing physician leaders can be a difficult undertaking. As we knew, before COVID-19, the skills that make a physician a fabulous doctor, don't necessarily correlate with being a successful leader.
The challenges resulting from the pandemic have overwhelmed even the most skilled and experienced leaders, whether they are physicians or not. The challenges demand navigating volatile, uncertain, complex and ambiguous conditions — a situation often referred to as VUCA. Physician leaders today need to shift constantly and decide in an instant with limited data — to be agile and adaptive.
