When considering our work over the past 15 years, one major theme comes to mind as the key to leadership success: aligning passion with purpose. Leaders in our industry are, more often than not, drawn to serve in healthcare because of a pivotal personal experience or a desire to improve health and wellbeing for others. We know that in order for work to be meaningful, passion (something that excites you) must be aligned with purpose (deep-seated motivation behind doing something).
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.
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.
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.
At TLD Group, we’ve spent a lot of time this year thinking about how to drive success in a continually changing, somewhat chaotic health ecosystem. How can leaders drive innovation and promote wellness when barriers to success come up at every turn?
On October 20, the U.S. Surgeon General Dr. Vivek Murthy released a new framework on workplace well-being that does more than offer simple guidelines. It demonstrates how the country’s leaders are placing a new emphasis on healthy employees and workplaces as a result of the changing nature of work.
Leaders, if it feels like guiding your organization is harder than ever right now, you’re not alone. After all, factors including high turnover, increased demand for emotional intelligence in the midst of complicated workforce well-being challenges, and societal unrest are all contributing to making your role more complex — and more draining.
Leadership turnover has remained high over the past few years in the health ecosystem, with recent research by the American College of Healthcare Executives reporting an 18% turnover rate for CEOs. As executives leave, human resources (HR) leaders are left with tough questions around who will take their place. What does success and growth look like for their organization? How does a company find, and hire, an executive who wants to create the workforce of the future - diverse, technologically competent, and global? Who, whether they are inside or outside of the company, is in a position to replace the incumbent?
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.