The U.S. health care system is experiencing a three-pronged revolution involving policy, financial, and political strategies. National discussions of health care policy revolving around financial extremes and ineffectual outcomes are familiar to all and commonly addressed at the national and special interests level. Taking a high-power view, those same discussions are applied many times over on a micro-organizational scale from chief executive officers to physicians, nurses, and laboratory technicians. Along with hospitals and tributary stakeholders, pharmaceutical and medical device companies, too, are profoundly invested in the change management of our health care. Such sweeping change demands logistically nimble and adaptable followers teamed with emotionally intelligent leaders committed to transformational leadership.
It is vital to discern between perception and interpretation and exercise self-reflection of one’s motives even in a crowded room of one, where the only person who sees us is ourselves.
A consultant is often viewed in a company as an ambassador of executive leadership rather than a collaborator. Learn more about consultants’ role in companies.
Organizations are increasingly scrutinized for both their financial and emotional competence. Indeed in the difficult and unique economic pressures facing organizations, one could argue emotional competence is essential to sustain financial viability.
It is time to create and reimagine. Time to strengthen the building blocks of good business, good service, and a high quality product. It is time to reconsider the worth of our teams, to tap into the diversity of their cultures and experience and empower their creativity to truly innovate.