Leadership in These Challenging Times

Abstract

It is not the clear-sighted who rule the world; great achievements are accomplished in a blessed, warm fog. - Joseph Conrad IN AN INDUSTRY undergoing seismic change, today's healthcare executive is entitled to feel a little shell shocked. Technologies are evolving at light speed, yielding an expectation for enhanced mobility, collaboration, and access to information. Breakthroughs in treatment modalities, therapeutic options, and patient care seem to be reported every week. Consumer expectations continue to rise as the healthcare debate is played out in the national media, and the political football game that is reform shows no sign of resolving neatly. On top of this, the global economic crisis adds one more level of complexity, ambiguity, and stress. This is the environment in which McCutcheon and Sukin position their lead articles and, in turn, demonstrate that they clearly get what is required to navigate these confusing times. Both have kept their balance and perspective, and each has worked to position her organization to thrive rather than simply survive - a rare accomplishment these days. As consulting psychologists, we've spent the better part of the last three decades readying leadership talent across a wide range of industries to handle whatever is thrown in their path. Yet, it's clear to us that nothing has fully prepared today's executives for the demands of this remarkable period. Once confident and poised, senior leaders are being knocked off their feet, and their organizations are feeling the brunt of increasingly ineffective strategies. Most leaders feel enormous responsibility to step up and deliver, yet few actually know what to do. Much of the wisdom McCutcheon and Sukin offer is applicable to any leader. Obviously, each has approached the challenges facing her system differently, but both offer distinct and relevant leadership insights. Our intention is to highlight the most salient of these, add some color commentary, and close with a few additional opinions of our own. LEADERSHIP AND CHANCE Let's start with the common ground between their stories. Fundamentally, McCutcheon and Sukin recognize that leaders cast very long shadows, and both make a compelling argument for visible and proactive behavior during these uncertain times. It is easy to spot their forward-facing orientations. They see opportunity where others might see peril, offering their managers and staff confidence and purpose. Both executives provide excellent examples of how important clear vision and an underlying set of core operating principles can be in leading a dynamic enterprise through turbulence. In addition, they place enormous value on fully engaging their organizations in practical work around the real demands and issues facing their businesses rather than dictating abstract strategy from above. Finally, each readily agrees that the journey is just beginning and that hope for a return to normal is folly. To take this analysis a step further, let's dive deeper into the actual leadership lessons the articles reflect. In McCutcheon's feature, three key themes for management emerge: preparing people for current (and future) realities, engaging stakeholders in thinking through the process, and focusing on tangible and consistent business results. Sukiris approach is a bit more personal, but it yields a similar payoff. She stresses the importance of leading with passion, establishing a clear and compelling vision, and insisting on continuous learning. When blended together, their leadership principles frame a cogent and practical approach to management. Defining the Imperative for Change The importance of conducting an honest assessment of the situation and then pinpointing key change drivers cannot be overstated, and each author takes on this task directly. McCutcheon identifies a set of forces that define the current context, establish urgency, and align energy. …