Eighty-three percent of organizations recognize their need to develop leaders, but only 5 percent have implemented a holistic plan to do so. Amazingly, 25 percent of companies have no succession plan in place for more than 90 percent of their critical leaders. And healthcare leadership is no exception. In fact, for healthcare organizations, it’s worse. Staffing shortages and shifting expectations have made the problem all the harder to address. The call-to-action is clear: Develop a pipeline of new healthcare leaders or prepare for a serious dearth of qualified leadership in the healthcare industry. What will the healthcare industry look like if the current leadership fails to heed this call?
In my experience, many nurse managers don’t spend as much time connecting with their team members as they should. Research from Knowledge@Wharton shows that team members are more engaged when they feel a strong connection with their leader and the organization, but research also shows that leaders think they connect and communicate far more than their employees perceive they do.
Why aren’t we getting advice and hearing about millennials from actual millennials? I’m not a speaker by trade, but this is the exact reason I started doing speaking engagements. I get requested for thought leadership forums, interviews, and presentations on the topic of multiple generations in the workplace because I fill this gap — I am a millennial in the workplace.
Introverts often get a bad rap in the workplace, especially when it comes to positions of leadership. Whether you agree with this take or not, it’s a fact supported by data — research shows that 65% of executives believe introversion to be a barrier to leadership.
When you look at the top people in a given industry, you’ll find that many of them once worked for the same leader. Research into the practices of these “superbosses” uncovered similarities in their talent management strategies. Here are four habits of superbosses that healthcare leaders can adopt to improve their own ability to recruit and retain the best of the best.
As the demand for healthcare services continues to increase, so does the demand for healthcare professionals. There’s a lot of competition tapping into the same talent pool, and it’s becoming a lot more difficult to hire qualified talent.
Behavioral interview questions increase the reliability of the interview process in assessing your healthcare organization’s leadership candidates and more accurately predict their potential for success than traditional interviews.
Strong healthcare leadership is critical to providing great quality care to your patients. Leaders set the bar for excellent quality care for the rest of your employees, and coach their teams to raise their standard of care. A great leader will attract, hire, and retain additional high-quality talent who see the leader as someone they’d
The only constant in healthcare is change. To facilitate organizational change — leaders need to take a step back and realize where change really begins: your people. As the CEO of a healthcare talent management solution provider, I regularly discuss organizational development and talent management strategies with healthcare leaders. From these conversations, I’ve gathered the
Executives in healthcare and other industries are always interested in how to find and develop the next wave of organizational leaders; and both hiring and coaching processes are focused on pinpointing individuals with the right skills. If you think that leaders are born rather than developed, you might rely more heavily on recruitment to find these stars