Leading during change: Tips for managed care executives

Over the last decade, no industry sector has gone through more seismic change than healthcare. As the Affordable Care Act continues to be implemented, it presents a new realm of challenges-and opportunities-for providers, payers and employer organizations. 

Related: Moving toward value

McGrathAs a healthcare executive, leading your organization through today’s rapidly changing business environment means tackling issues like cost management, data security and protection in our new cyber-centric world, and even the challenges associated with “mobile medicine” Internet diagnoses and “do-it-yourself healthcare.”

In all probability, you’re seeing signs of “change fatigue” on your team in the face of this upheaval. Whenever people are forced to change, it’s human nature to focus first on how the change threatens us-psychologically, socially, economically. Your job is to communicate to people early and often through change, ultimately moving people from seeing it as less of a threat and more of an opportunity.

In a time of seismic change, how does your organization perceive you?

WeighartA leader’s ability to influence others is based on how he or she is perceived in three dimensions: character, substance, and style. Character is the core of who we are from the standpoint of values, dispositional tendencies, and essential beliefs; it is the most foundational level of the leader as a person.

Substance qualities are those we develop over time into our adult years that demonstrate our maturity and a capacity to integrate and bring our character and virtues into play as a leader. Style attributes are those iterative, timely, dialogical aspects of communication that drive execution and performance-the way we get work done through others.

Each of the three dimensions consists of five facets, reflecting the robust nature of what leaders need to get people aligned and drive business results. Here are the 15 facets:

 

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