Thursday, May 10, 2012
In a great article I read recently, 8 Core Beliefs of Extraordinary Bosses, author Geoffrey James interviewed some of the most successful chief executive officers in the world to discover their management secrets. From these interviews, Mr. James learned that the “best of the best” tend to share the same core beliefs. While all eight of these “core beliefs” are fascinating, here are the three that I found especially applicable in the health and human services sector:
Business is an ecosystem, not a battlefield – “Average bosses see business as a conflict between companies, departments and groups….Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive.”
The health and human services marketplace is changing rapidly, and in the midst of this change, we are creating new relationships between payers, providers, and consumers. Leaders that can adapt quickly, keep up with the learning curve, and innovate to meet the payer and consumer demand for better coordinated care will be those that thrive (see Innovate. Coordinate. Collaborate. all members and The Best Leaders Are The Best Learners all members).
Management is service, not control – “Average bosses want employees to do exactly what they’re told….Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done.”
The concept of management as service, not control, is intriguing. Finding the proper role for your managers (see Are Your Managers Prepared to Lead? all members and Misunderstood Motivations Lead To Bad Management Decisions all members) or even any role at all (see Should You “Eliminate” Your Managers? all members) is an important step for any organization assembling its management team. The best bosses see their role as providing the environment and tools to allow employees to do their jobs in the most effective manner. They also help remove barriers that can hold up staff performance.
Change equals growth, not pain – “Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape…. Extraordinary bosses…know that success is only possible if employees and organization embrace new ideas and new ways of doing business.”
This is an important belief for any leader in the industry to adopt. While many times, I have seen leaders support the new ideas that will better enable them to accomplish their organizational mission and create a healthy climate of growth, many times I have seen leaders resist this change. One of the themes organizations must get used to is one of disruption, and adapting with those disruptive challenges (see Check Out These Leadership Prescriptions all members).
So what do you think? Do you agree these are the characteristics of the “extraordinary leader”? Or do you have an alternate leadership philosophy? I’d love to hear your thoughts (you can send me an e-mail message at email@example.com). Better yet, we’re looking for case study presenters for our 2012 OPEN MINDS Executive Leadership Institute. If you have a leadership story to tell, let me know.
John F. Talbot, Ph.D.
Executive Vice President, OPEN MINDS
For another free resource, see: Looking at Leadership Through a Big Picture Lens all members
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