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.
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.
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.
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.
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.
