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.
Consider the changes in the health industry this past year, ranging from an increased focus on health equity, to new collaborations between diverse partners and a search for a solution to the burnout problem. It’s clear that massive shifts are taking place in the health ecosystem and beyond, and leaders across industries are experiencing the shockwaves of disruption.
You’ve likely heard leaders being described as either having or lacking “executive presence.” You might even agree that it’s important to have, yet uncertain about how to define it. If this rings true for you, know you are not alone. In a survey of more than 350 human relations (HR) professionals, 92% agreed that executive presence is an important part of leadership, but 51% of respondents also said that it’s difficult to define.
Many leaders take a passive approach towards their own development, often waiting for their manager or someone else in the organization to offer the opportunity for professional growth. Why wait? Advocating for your own development demonstrates a core leadership attribute — proactive interest in expanding your skill set in support of your company’s success. And, one of the most proven and efficient ways to enhance your effectiveness as a leader is to partner with an experienced executive coach.
As we grapple with the chaos of the past two years, it’s become clear that strategic decision-making is an important skill for leaders in all industries. The ability to analyze situations, data, and personal experiences to reach a solution keeps leaders prepared for even the most unexpected events — like a global pandemic.
In the new post-pandemic normal, hybrid teams are the new standard. In fact, 53% of job searchers now expect to have a hybrid arrangement. For those in the health industry, finding ways to create hybrid job opportunities — and manage them — can be incredibly difficult. This is especially true for healthcare organizations as the majority of roles require in-person delivery, especially in clinical and research-oriented roles. However, for those roles that can be managed remotely, offering a flexible work schedule is no longer a nice-to-have, it’s a necessity. It’s time to start building and offering hybrid work to remain competitive in recruiting and retaining top talent.
Organizations across the health ecosystem are continuing to increase their focus on strategies dedicated to population health and community well-being by transforming healthcare delivery models aligned to value-based care. Population health and health equity are inextricably linked — the goal of population health is to improve the quality of care and outcomes for a defined group of people, while the goal of health equity is to ensure that all members of a community have an equitable access to be as healthy as possible. Without systemic change, neither of these goals can be achieved.
To navigate tough workplace challenges and hard decisions, we know that soft skills, aka Emotional Intelligence (EI), often make the difference between success and failure. Soft skills are character traits and interpersonal skills that characterize a person's relationships with work and with other people. In the workplace, soft skills are considered to be a complement to hard skills, which refer to a person's knowledge and occupational skills. Soft skills have more to do with who people are, rather than what they know. In fact, recent research concluded that 85% of job success stems from soft skills rather than skills and knowledge needed for the job.
It’s a problem we see all too often: someone has an amazing idea, like a program designed to improve community health while reducing overall costs or a plan to retain top talent amidst rising turnover rates, but other stakeholders just aren’t quite on board. Buy-in can be especially difficult for those new to leadership — 4 out of 5 new leaders don’t feel prepared to get buy-in for their vision. Coming up with an amazing idea to instigate change is only part of the process.