The good news in healthcare is that the majority of promotions come from within. Ironically, the bad news is also that the majority of promotions come from within.

I have never seen a definition of leadership that says “to be comfortable” or “to create comfort throughout the organization.” And there is a good reason for that: It is just uncomfortable to execute.

High-performing organizations realize that people are more engaged and more willing to go the extra mile when leaders frequently express their appreciation—verbally and/or in thank-you notes.

Straight A Leadership Assessment to diagnose a given organization in a number of key areas, including (1) Alignment, (2) Readiness for Change, (3) Fundamentals, (4) Self-Awareness, (5) Consistency, and (6) Accountability.

Next ask them “What is working well?

Another barrier to execution is rationalization. When we rationalize, we come up with reasons why something won’t work, can’t work, or will never work. Sometimes we can rationalize so much that not only will our excuses make sense to us, but they’ll make sense to other people as well. We may even rationalize them so much that they become our

In his book A Sense of Urgency, John Kotter states that probably the biggest reason that organizations don’t achieve high performance is that the Executive Team doesn’t understand that other managers might not be on the same page—and they think there’s more urgency in the system than there really is. The biggest reason that organizations don’t

It’s not unusual to find that an organization measures employee engagement only once every two years, and maybe doesn’t measure physician engagement at all (or if they do, they don’t share it).

Commit to excellence Measure the important things Build a culture around service Create and develop great leaders Focus on employee satisfaction Build individual accountability Align behaviors with goals and values Communicate at all levels Recognize and reward success