By Dr. Michael J. Zappa
Every crisis reveals the truth about systems, processes, and people. Amidst the tears and the heroes of the COVID-19 pandemic there are many valuable lessons to be learned. People will be the focal point of this discussion today: recognizing the Unfiltered View of society and what attracts us to Crisis Leaders.
Read MoreBy Michael J. Zappa, MD, FACEP
Attaining most any goal or dream requires us to do something different, which goes against the natural human tendency to stay in our comfort zone. Transformation has to start with change, but we resist change until the pain of staying the same exceeds the pain of change…..yes PAIN is the catalyst and friend of transformation.
Understanding the difference between change and transformation is important.
Read MoreBy Dr. Michael J. Zappa
Too much of a good thing can sometimes be a problem; there is a risk that caring too much can result in burnout. Even a profession that is literally and figuratively built on it, as is healthcare, there is not immunity to an overdose of caring.
You might be thinking: “What healthcare leader would ever tell a member of their team to care less?” Self-reflect and visualize your peers and the people you are leading. Do any of these characteristics seem familiar?
Constantly worries about what people think
Always feels obligated to fix things
Has a hard time letting things go
Starts the day with a list of worries
Ends the day with a list of worries
Stresses about staff turnover
Stresses about staff happiness
I’m sure you can identify with some of these tendencies personally or amongst your team. The answer is not to stop caring about patients, staffing, getting through your “to do” list, or about being liked; the answer is to care just the right amount! Think of care as sugar; in the words of Mary Poppins it takes “Just a spoonful of sugar…!”
Read MoreBy Dr. Michael J. Zappa
A mentor of mine is often quoted: "Hope is not a strategy!" Indeed, there is a world of difference between hoping things will improve and implementing a well thought out plan. However, nothing can ever change or improve unless we can imagine it as such. Once it is imagined, there must be some belief or "hope" that this vision can be realized. Now that's where strategy comes in, making the vision a reality.
As leaders, we must start by inspiring hope, not by asking for the action plan. When your team believes they can make a difference, they will. It is very obvious in healthcare: patients would never come to us without the hope that we can make them better. Hope is not just for our patients, it is for every member of our team.
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