August 21, 2024 • 48 mins
Welcome back, Bridge Builders, to another enlightening episode of Bread to Lead. I'm your host, Dr. Jake Tayler Jacobs, and today we delve into a vital topic for aspiring healthcare leaders: the power of patience in your leadership journey.
Before diving into our main topic, let's reflect on last week's episode on Next Step Leadership. Many listeners shared inspiring stories of implementing these principles in their organizations, showcasing a commitment to developing the next generation of healthcare leaders. Your proactive efforts are exactly what today's healthcare landscape needs. So, take a moment to applaud yourselves for the hard work you're putting in as bridge builders.
Today's episode explores the concept of "patience pays" and why "slow and steady" truly wins the leadership race. We discuss the importance of mastering your current role before seeking rapid advancement, using a relatable scenario of two healthcare professionals, Alex and Jamie, to illustrate the long-term benefits of a measured approach to career progression.
We also delve into the critical aspects of leadership: skill development, relationship building, organizational understanding, credibility, and reducing stress and burnout. By mastering these areas, you not only advance your career but also enhance your impact and value to your organization.
Join us as we explore strategies to balance ambition with patience, ensuring you build a solid foundation for sustainable, impactful leadership. Remember, true leadership isn't about how quickly you climb the ladder but the bridges you build along the way.
Don't forget to subscribe to our podcast and share your stories with us at breadtolead.com. Let's continue building those bridges together!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Music.
(00:23):
Welcome back, welcome back, welcome back, Bridge Builders, to another amazing
episode of Bread to Lead. I am your host, Dr.
Jake Taylor Jacobs, and today we're diving into a topic that's crucial for every
aspiring health care leader, which is the power of patience in your leadership journey.
(00:45):
And before we jump into our main topic, let's take a moment to reflect on last
week's episode about Next Step Leadership. leadership.
Many of you have actually reached out with aspiring and inspiring stories about
how you're implementing these principles in your organizations.
It's truly heartening to see so many of you taking proactive steps to develop
(01:06):
the next generation of healthcare leaders.
Your commitment to building bridges and fostering growth in your teams is exactly
what we need in today's healthcare landscape.
So give yourself a round of applause. Give
yourself a round of of applause for all of the
hard work that you're implementing as a bridge builder in
this space so if you want to leave comments of successes
(01:28):
of you listening to this podcast and seeing change within your organization
please do not hesitate to go to breadtolead.com and on the site you will see
where you can actually leave your responses and testimonials of what you're
implementing so that we can give you a shout out on the show it is a top 50
podcast show in the entire country United States of America.
(01:48):
So it's definitely a great place for you to build your brand,
say your name and talk about the great things that you're doing at the facilities
and organizations that you're currently at.
So listen, this podcast is founded by Sips Healthcare Solutions,
a workforce management and staffing firm that specializes in turning around
central sterile processing departments within health care systems and providing
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support in other areas in perioperative services before,
during and after a patient surgery.
But although this podcast isn't a health care leadership podcast,
we believe that this podcast has become top 50 in the country because of its
ability to teach leadership that can be applied in any industry or any facet.
(02:32):
So if you are listening to this podcast for the first time, you're going to
hear me talk a little bit.
About health care here and there, but that's just because that's the standard
health care is the industry that we're currently in.
However, all of these leadership tools and techniques can actually be applied
to many different industries,
as I have taught and trained more than 15000 business and leader professionals
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and leaders all over the world, 22 countries to be exact.
And when I look at organizations and their ability to create amazing change
and and innovate things in a ways that you can't even imagine their staff,
their team, their leaders are second to none.
And this is even included. This is even included in companies that aren't as
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technology advanced, technologically advanced as other companies.
However, their core leaders are so amazing at what they do.
They outperform companies with amazing technology.
So leadership pays when technology is absent.
Leadership pays when resources are few.
Leadership pays when the road is not as bright. Right. And leadership is ever
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rewarding if you have all those things working in your favor,
as well as amazing leadership.
You're looking at a company and organizations that absolutely can change that
and change any industry moving forward.
So let's take our time and let's transition on over.
(04:06):
To our actual topic for today patience pays
write this down patience pays while slow
and steady wins the race if you do not know much about dr
jay taylor jacobs by trade i did go to school for education before i became
a very up in business if somebody forward uh you um this podcast please listen
(04:27):
to the podcast before researching me um i don't want you researching me and
that influencing you on why you should listen.
I would encourage you to listen to episode one and then also listen to this
podcast and you'll get a great sense of what qualifies our ability to talk here.
So we're talking about patience pays and why slow and steady wins the leadership race.
(04:51):
And in our fast paced healthcare environment, there's often immense pressure
to climb the corporate ladder or career ladder, so to speak, as quickly as possible.
And it's the same in every industry.
But it's faster, always better. This is the question that we should be asking
is faster, always better.
(05:12):
Today, we'll explore while taking the time to master your role can lead to more
sustainable, impactful leadership in the long run. So we want to talk about this thing, right?
The difference of the is faster, truly better when it comes to growing and excelling in the position.
And we're also going to talk about why I believe taking your time to master
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your role can absolutely lead to more sustainable, impactful leadership growth in the long haul.
OK, so let's start by addressing a common scenario in health care leadership.
I think that'll be great.
I want you to close your eyes and just imagine, just imagine all the things that we could be.
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Imagine all the places we can go.
And see, imagination's fun for you and me.
We could go to the moon. We could be anything. Build a castle while playing pretend.
I'm kidding, y'all. But I do want you to close your eyes and imagine if you
are driving, please do not close your eyes.
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But I want you to imagine Alex and Jamie both started their careers in hospital
administration at the same time.
Alex is ambitious and jumps every promotion opportunity possible,
moving to a new role every year or two.
Jamie, on the other hand, takes a more measured approach, spending three to
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five years in each role before moving up.
Five years down the line, Alex appears to be ahead.
They've reached the senior management position and are earning a higher salary.
Jamie is still in a mid-level role, but let's fast forward another five years.
So five years later, Alex appears to be ahead. They're in senior management.
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Jamie's in mid-management. And so it appears that Alex is going to continue
to progress faster than Jamie.
Alex is struggling. We're going to fast forward another five years in this senior management role.
Alex is struggling in their executive role, feeling overwhelmed,
a battle battling imposter syndrome, while Jamie has mastered each position's
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role and just moved into the executive position and is thriving.
So Alex has been in this senior executive position for now five years.
Jamie, five years later, is now coming into a senior executive role and is killing it day one.
This scenario illustrates the core
of our discussions today while rapid
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advancement might seem appealing taking time
to truly master each role often leads to more sustainable success and fulfillment
in the long haul and i just i just want to be clear about something there's
a lot of people that struggle with imposter syndrome when you walk into a certain
room and the reason why others that come into the same room that's new,
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just like you may survive or may
thrive faster is because your preparation before the promotion matters.
How you're preparing for that starter position, as we would say in sports,
will also vividly be shown when the lights actually hit you and the going is tough.
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So a lot of people, especially younger leaders within any organization or sector
typically wants to take the every year and a half, two years they should be promoting.
But when you end up in a room of.
Of your peers now that's in senior management that all have 10,
15, 20 years of experience and you only have five.
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Yes, you must. You may have had innovative thoughts or innovative strategies
that you've used in smaller departments or smaller facilities.
But when you start to get to a senior management, you're managing the entire
organization or the entire system of a department within the system,
the entire systems department,
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then you have to look at things from a much from a grainier level to a much more macro level.
And experience absolutely matters.
What you mastered in certain roles absolutely matters.
And what I began to start seeing is that people that are typically dealing with
this imposter syndrome, you feel uncomfortable in certain rooms versus others
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where you know that you're you're you're you are mastering them.
There's there's a difference between
having imposter syndrome and being nervous because it's new to you.
Being nervous says, hey, I know that when things kick in, I'm going to be able to step in.
Imposter syndrome is having the feeling like, you know, you don't belong.
And that's a big thing, faking it till you make it. This is the cause and effect of that.
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Being great at interviews, always being willing to step up in a line will make
it favorable for your growth and promotion. But those that are like Jamie that
says, hey, listen, I don't want to move from this spot until I feel like I've
mastered everything of this position.
It's very important because when you start to look at senior leadership and
when you get above mid management or the mid leadership role,
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you become more of a coach, more of a people.
Your sport or your game or your specific measurements are people performing,
not necessarily tasks being done.
And so as you begin to grow in the scope of your positioning as a leader,
now you go from managing doing the task to managing someone doing the task to
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now managing someone who manages someone that does the task to now managing
someone that oversees someone who manages someone who manages the person that actually does the task.
So when you're talking about leadership at multiple levels down before your
word gets out or down to the lowest level, you have to start asking yourself,
if I have not mastered every level, how can I ensure my communication down is effective?
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And this is typically what we're seeing within miscommunications between departments
within hospitals, perioperative departments or services, to be exact,
from the OR to SPD, from SPD to supply chain and materials.
We're having this miscommunication because there are a lot of people that have
been battlefield promoted, promoted because last man standing,
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not promoted because you're the next and best up.
And I get it in a health care space in most industries, most companies,
you have to kind of deal with what you have.
But if we keep living in a reactionary status or a reactionary stage,
we can't truly ask for the best versions and most innovative leaders to actually
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show themselves approved when mastering.
Mastering each role is very important because when you master each role,
you actually become more efficient in operating as a leader.
We'll talk about that a little bit after our first little break.
I hate to break up all the good information that you're receiving from this podcast.
But Bridge Builders, if you're looking to enhance your leadership skills and
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advance your career in health care, look no further than Sips Healthcare Leadership Institute.
Our comprehensive programs are designed to help you master your current role
and prepare for future advancement at the right pace.
Don't rush your leadership journey. Invest in yourself with Sips Healthcare.
Care visit our website at sipshealthcare.com forward slash leadership to learn
(12:35):
more about our programs and how your organization can sponsor a cohort and take
your leadership to the moon.
You heard it there listen now we're back to the
podcast um and again like i said in
a commercial or that commercial break listen if you're looking for training
institutionally with your facility to help develop majority of your leaders
(12:55):
all at one time hey listen we do have um a service offerings when it comes to
training for an entire cohort of leaders within your organization,
moving and operating together.
Now, let's break down why patience pays off in leadership.
One, if you have not, again, been a part of this podcast, you're going to find
out that I am a stickler for telling you what to write down.
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I believe that if you're just listening to a podcast without applying the information
from it, it's not helping you at all.
You might as well or just listen to a song that's destructive.
So we're going to talk, break down a couple of reasons why patience pays off
in leadership. I'm going to give you five points.
So this is the first one I want you to write down. Why patience pays off in
leadership. Number one, skill development.
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The number one reason why patience pays off in leadership is skill development.
When you spend more time in a role, you have the opportunity to develop a broader, deeper skill set.
You encounter a wider variety of situations and challenges that allows you to
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build a robust toolkit for problem solving.
For an example, a study in the Journal of Health Care Management found that
hospital administrators who spent at least three years in a row before promotions
were 40 percent more likely to successfully navigate complex organizational
challenges and changes in their next position.
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Listen, and what I see in a lot of people's resumes on a lot of people's resumes
or even on LinkedIn, getting a snapshot of where they've been.
I see a lot of leaders who are progressively moving fast every year and a half, two years.
They're getting a different role or they're moving to another hospital system
because there may be more money or better road.
The issue with not mastering the space that you're in is that you're cutting
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yourself short on certain skill developments. Yes, I know you know how to do
the hard task job, but do you know how to do the job when you don't have all your resources?
Now, do you know how to do the job in a trauma one? Now, do you know how to
do a job in a specialty space that does specialty surgeries?
Now, do you know how to do your job when it comes to having no staff or too many staff?
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When you are able to see your skill develop through different scenarios and
you're confident in that space, that's when you're entering the level of mastery.
And there are a couple of phases before mastery is received.
One, you have a confidence in your ability of knowing and you can get it done.
Confidence comes when, hey, I've been trained. I feel confident I can get it done. I just need help.
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A little here and there. That's confidence. I'm still going to make mistakes.
So that's the first level of skill development. The second level of skill development is efficiency.
Now you can do the job with little wasted time, little wasted resources, little wasted energy.
You're as efficient as you can be until bigger problems arise.
OK, so you go from confident to efficient to proficient.
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Proficient proficient is the third level of skill development
in proficiency now you can overcome many
different complex scenarios and situations
and still get the job done efficiently that's when you know hey i'm getting
i'm getting it good it may take me a little bit but i'm getting faster and more
efficient when things are going the fourth level of skill development is mastery
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this is when you can put me in any weather in any heat in any facility in any
space and i can turn it around.
And so me being a corporate turnaround specialist or an expert or an executive
in corporate turnaround, you can put me pretty much in any environment.
And I don't even really have to really understand the full flow of the company
because every organization typically has those fail shoots that are all the same.
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And I can feel my way through and still be efficient.
This is typically the levels that you want to start processing before you ask
for a promotion. I know you want bigger raise.
I know you want to make more money, but it's not just about making more money.
It's about making impact and not being pushed away or being underprepared when
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getting that promotion.
OK, so the four levels of skill development, I repeat them confidence.
Then it's being efficient. Then it is being proficient.
Then it is mastery. history. OK,
so that was the number one thing that why patience pays off in leadership.
The number two thing of why patience plays off in leadership is relationship building.
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Leadership fundamentally is about
influencing people for the betterment of themselves or the organization.
OK, so the longer that you're in a role, the stronger and more diverse your network becomes.
You build trust, understand the nuances of different departments and create
lasting relationships that can support you throughout your career. That is.
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Arguably, maybe one B if it's if it's not fully to it, it's not one a skill sets are important,
but relationship building is a very big thing because you never know who's speaking
positively or negatively about you in certain rooms.
So being impressionable is absolutely important in cultivating those leadership
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skills prior to promoting is important. Here's why.
Because when people start to see you ready for the position before you get the
position, it's easier for you to transition amongst your peers.
OK, now, the second thing is when it comes to relationship building in health
care or any other industry, whatever niche that you're in, it is small.
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The circle, it is smaller than you think. As far as the people who actually
can influence change, the circle is always small. all.
So when you're being impressionable with every position that you're in,
you're mastering every step.
You're thinking about the long haul of the organization of the department or
the people that you're servicing.
Those relationships will begin to start creating doors or sowing seeds in areas
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that you have not been yet.
And scripture says, Jesus told his disciples, he said, you will reap a harvest
that you did not bear or that you did not sow.
So what that means is sowing the seed this. You're doing the work.
You're meeting the people.
Reaping a harvest for things that you did not sow, sows favor.
And favor comes through diligence in what you do and how you do it.
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So when I'm mastering my skills, I'm being impressionable. I'm building relationships.
I'm understanding the dynamics of different people, where they come from,
the diversity, not just in the color of their skin, but in their upbringing
and how they see the world.
Those are the things that allow for you to build a great base as you're building
relationships and why patience pays off in leadership.
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Because if you move too fast, you don't build the staple of relationship that
you need before you move on.
Number three, the third reason why patience pays off in leadership is organizational understanding.
Health care organizations are complex systems, no different than any business.
But health care is a little bit more complex and a little bit more nuanced.
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And there's a lot of gray area than they are black and white.
By taking time in each role, you gain a deeper understanding of how different
parts of the organizations interact.
This system, this system, this systemic understanding is very crucial for effective
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leadership at high levels. Here's the reason.
If you only know SPD and you get promoted over periop and periop is before,
during and after service services and departments.
When you get promoted, yes, you are able to smooth your way up into the director role.
But do you really, really understand the nuances of every position?
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Now, I am a firm believer that there are certain things you have to learn while
you're in the seat, but I'm also a firm believer of proper preparation prepares
the day and prepares your future.
So if I know that I want the director role, I'm going to start asking maybe
as an SPD manager on my off days, on my off time, when I got a little extra
room or energy in my schedule, I don't really want to go home.
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I'm going to ask for other tasks and services in the peri-op department so that
I can fully understand how every department is interconnected.
What I am seeing within leadership within health care is that every person that
is leading a specific department feels that their department is the only most
important thing or the sole most important thing in a hospital.
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But the last I checked, you need every position in order to make sure that that
patient has the best chance of recovering and surviving whatever their ailment is.
So if I do not have true organizational understanding and I'm looking at my
promotion track as a linear track up and down to get to where I want to go,
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I'm not going to understand the complexities, complexities within the department.
So whether you're running a different organization, you're in health care,
you're in a different industry.
Yes, you may be great at sales, but being great at sales is not the same thing
as being operationally efficient.
Hello. Hold on. I got a sound for that. Being great in sales is not the same
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thing as an understanding operational efficiency.
One more time.
So understanding how every department
is interconnected is step one and becoming a much greater leader.
The number four, the fifth, the fourth reason why patient pays off in leadership is credibility.
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When you've mastered a role, you build what we call credibility with your both
your peers and your subordinates.
This credibility is essential for effective leadership, especially when you
need to guide your team through challenging times.
The thing that made me such a good business executive or turnaround expert or
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specialist is the fact that in my own companies that I bought and that are sold, that I built,
I've had to come back from almost Hades in order to make turn the company completely
around, helping and advising companies that were in the dark,
getting them more profitable, getting them more efficient,
dealing with dark times, built up my credibility to where most people in our
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services as a company with Sips Healthcare,
most people are a word of mouth spreading the news of Sips Healthcare and not marketing.
Advertisement. Advertisement and marketing is something that we're doing new now,
but the credibility of our ability to go and do what we say that we're going to do,
a lot of times pays more dividends than trying to build a big marketing ploy
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or branding with social media or whatever at conferences.
It can play a higher dividends. The cost of acquiring acquiring,
um, promotions or building relationships is a lot lower.
That, that wall or that, that barrier in between your next promotion or your
next opportunity becomes a lot thinner and a lot smaller, the more credible
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you are in a said position.
So I know a lot of people are like, man, I really want to be a manager.
My question is, are you the best at who you are right now?
My favorite story in the scripture is of David, King David.
As a little boy, he was told that he will be king one day.
But it wasn't until 30 years later that David from a little child actually became a king.
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So what does this mean? He played a lot of different roles. So his first role
was supporting the soldiers by bringing bread to the first line.
Why is this important? When you understand the importance of bringing food to
the first line defenders, that lets you know that even the people that are just
passing food are important.
Then the second role he played was understanding the harp and how to control emotions.
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He had to play the heart for King Saul because King Saul had anxiety issues.
So understanding the importance of controlling your emotions and controlling
the way that you deal with certain and tough news is important.
So he got to have a bird's eye view of what anxiety looks like when you're lacking
preparation as a leader.
And he also had the ability to become the best heart player in the world.
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So he was also number one, one at serving people first line.
Two, he was number Number one at what?
Controlling anxiety and emotions. Three. He was number one at what?
Herding sheep. A lot of people don't know about King David's story as a sheep
herder. He was a sheep herder and his number one job.
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Why? Everybody else mocked him for being a sheep herder.
The sheep actually were currency for the family. So being able to manage the
sheep actually showed his shrewd capability in managing resources and ensuring
that all resources stayed intact. Why?
When you are leading an organization, you have to understand the financial impact
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of every decision that is being made within your organization.
So he understood finance. He understood serving the military.
He understood controlling your anxiety. The next thing that David understood
was the importance of taking advantage of moments to show your preparation period.
What do you mean? David had to kill Goliath and defeat Goliath to save his people.
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And he wasn't even the most likely choice.
What does that mean? A lot of times you won't be the most likely choice.
But in leadership, when proper preparation meets the moment.
Acceleration of your goals and dreams happen there. So he was preparing for
a moment, not realizing his moment will be on the battlefield.
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The question is, are you preparing for your battlefield moment? Hello.
Are you preparing for the moment where you have to show up and everything that
you've been doing in a dark will actually be shown right here in the middle of the battlefield?
And when you're getting promoted too fast and you haven't had the ability to
develop the skill sets that you need to be successful, when those lights hit
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you, they burn bright, baby.
When the lights hit you, they burn your skin when you're not prepared.
Anxiety comes in versus if you were prepared for the moment before the moment happened.
Now, what happens is when that light hits you, baby, you shine bright,
shine bright like a diamond. Amen.
That's exactly what David did. And he began to master every role that he was in.
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So by the time he became king, he had a track record of being number one at everything.
My question to you is on your road to leadership, how many things were you number one at?
That will let me know exactly what type of leader you will be in the position that you're in.
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The greatest leaders that lead organizations were number one at the very thing that they did.
Mark Zuckerberg was number one at ideation. Number two, number one at finding
ideas that people were not executing on and executing faster than them.
Number three, number one at coding and developing talent. Number four,
he was great at those things, which are all the things that people,
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his predecessors came after him and he can train on in your organization,
sitting in the seat that you sit in.
Are you the best at what you do, regardless of if you're in a leadership role
right now or if you're the lowest person on a totem pole?
Are you the best person at the lowest end?
Because how you are at the low end will let me know who you will be at the top.
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Now, credibility absolutely matters in mastering the small things.
So when the big things come, they appear small to you, too, as well.
And number five, number five, why patients pays off in leadership,
reduce stress and burnout.
Moving up too quickly can lead to stress and burnout as you constantly grapple
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with new challenges without solid foundation.
A study in the Journal of Nursing Administration found that nurse managers who
had been in their role for at least two years reported 30 percent lower burnout
rates than those who had been promoted within the last year.
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Think about that. Think about that.
A study in the Journal of Nursing Administration found that nurse managers who
had been in their role for at least two years reported 30 percent lower burnout
rates than those who had been promoted within the last year.
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Now, let's look at some data comparing the long term outcomes for those who
take the time to master their roles versus those who jump at every promotion opportunity.
A study by PayScale found that while rapid job hoppers might see short term
salary gains over a 10 year period,
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those who stayed in positions three to five years before moving up earned on
average 15 percent more than those who change positions every year to two years.
When it comes to performance, a Harvard Business Review study found that executives
who had at least 15 years of experience in their industry before becoming CEO
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were 25 percent more likely to lead their companies to long term success.
In health care specifically, a study published in
Health Care Management Review found that hospitals led
by CEOs who had spent at least five years in a COO or similar role first had
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a 20 percent better financial performance and 15 percent higher patient satisfaction
scores compared to those led by CEOs who fast track their way to the top.
Sometimes getting to the top too fast will be the number one reason why you'll
bust your uh-oh why you'll bust your.
(31:02):
So taking your time slowing down is important one of my favorite songs on uh
that y'all hear me say this all the time is by ndre it's called slow down i
think yes maybe slow it's called slow It goes slow down, baby.
You're going too fast.
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You got your hands in the air, careless with your feet on the gas.
You're about to wreck your future. Running from the past.
You need to slow down, baby. It just tells you slow down what you're running from.
Master the skills you need to master and look at your career as a marathon race, not a sprint.
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You don't want to be the great and rising star leader that finally makes it
to the top. But you're underdeveloped.
And the moment that all the lights are on you, all the news are on you,
you drop the ball and you're never able to pick yourself up again.
Imagine how it feels to be a child star on Disney or Netflix or Nickelodeon
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and you can't grow again. You never can become a star again.
That's how it feels when you hit the starlight too fast before developing the
skills. that will come back and save you. Okay.
Hey, it's me again. As we discuss the importance of mastering your role,
it's crucial to have the perfect resources at your fingertips.
(32:30):
That's where my book comes in, Bred to Lead. This essential guide for healthcare
leaders dives deep into the principles we discuss on this podcast,
providing you with practical strategies to navigate your leadership journey,
available now on Amazon or at bredtolead.com.
Don't just be about it, lead about it. don't just
(32:50):
be about it now lead about
it don't just be about it lead about it and
go and get that new book bread to
lead that i have out there it's on amazon get
it for yourself and for the team that you want to build with it's a great gift
for your up and coming leaders and it's a great gift for your current leader
(33:12):
i think it's a very great book that expounds on how to be a great leader in
how to truly build a people centric business.
So listen, Bridge Builders, I'm not telling you not to be ambitious.
I commend ambition. Matter of fact, I've gotten where I have where I've gotten
(33:34):
because of ambition, but I've
dealt with a lot of pain and loss moving too fast when I didn't have to.
It's crucial to balance that ambition with patience and commitment to mastery.
Here are some strategies that can help you navigate this.
I want you to, you can write this down really quick and I'm going to expound a little bit on each one.
(33:57):
One, setting learning goals, not just performance goals.
Number two, seek out opportunities to deepen your expertise.
We'll talk about it. Three. Building a strong network in your current role for.
(34:20):
When considering a promotion, honestly assess whether you've mastered the current position.
Before moving up. And then moving up, you should be able to do more than 40
percent of that role that you're moving up to.
Ideally, you should already be able to do 70 percent of the role before you move.
(34:40):
We allow for a 30% knowledge gap, but 70% of your promoting roles should not
be an overwhelming thing to you. You should already be able to do it.
And five, if you do move up quickly, be proactive about addressing the skill
gaps immediately. Immediately.
Now, let's let's do let's dive a little deeper in each of these strategies.
(35:01):
OK, we'll dive a little deep. Number one, what setting and learning goes when
you're in a role. it's easy to focus solely on meeting performance metrics.
While these are important, they don't necessarily contribute to your long-term growth as a leader.
Learning goals, on the other hand, focus on developing new skills and knowledge
(35:24):
that will serve you throughout your entire career.
For an example, if you are a mid-level management role,
your learning goals might include developing advanced conflict resolution skills,
skills gaining a deeper understanding of health care finance improving your
ability to lead and motivate diverse teams by setting and actively pursuing
these learning goals you're not just doing your current job well you're preparing
(35:47):
yourself for the future leadership challenges so a lot of people get good at
what they do but not great at what they'll be promoted to oh.
So we become great at what we do. A lot of people become great at what you currently
do, but terrible or what your future promotion will be. And you're wondering
why God won't promote you.
(36:08):
You got to learn how to be great at what I'm currently doing and good at what
I'm going to be promoted to.
So when I sit in the seat, I can take off running when I'm giving the opportunity.
Too many people wait for the opportunity to be given before you start to work
on mastering what your opportunity is going to present itself.
So telling you, I get excited right there.
(36:29):
Number two, deepening your expertise.
Number two, in health care, knowledge is constantly evolving to truly master
your role and prepare for your future leadership positions.
You need to be committed to continuous learning.
This might involve attending conferences and workshops in your field.
(36:50):
Coming to scrub ball every year we host
the leadership conference is two two and a half days in dallas
scrub ball if you're in scrubs or you're in the hospital come and celebrate
with us and learn at the same time okay uh number two pursuing advanced certifications
relevant to your role number three taking on special projects that stretch your
(37:13):
abilities number four um when it
comes to this, what this might involve is engaging in cross-functional teams
to broaden your perspective.
Remember, the goal isn't just to accumulate knowledge, but to apply it in ways
that enhance your leadership capabilities and bring value to your organization.
(37:34):
Number three, when it comes to deepening the strategies on how you can continue to grow.
The third thing is building a strong network. We talked about this a little
earlier. Leadership does not happen in isolation.
The relationships you build throughout your career can be just as important
(37:54):
as the skills you develop.
When you take the time to build strong network within your current role,
you're creating a foundation for future success.
This network building might include regular check ins with colleagues from different
departments, participating in or leading cross-functional projects,
(38:15):
mentoring junior staff members and engaging with professional associations in your field.
A strong network not only provides you with diverse perspectives and insights,
but it also creates a support system that can be invaluable as you navigate
through your leadership challenges. We're going on a break.
(38:36):
Oh, it's me you're looking for.
I know that staffing challenges can often derail your leadership development plans.
That's why partnering with Sips Healthcare is a great solution for that.
Not only are we able to help you solve your temporary staffing needs with amazing
professional certified help,
we also can help you build a succession plan to really build an organization
(38:58):
that no longer is dependent upon staffing or short term staffing companies for permanent solutions.
We can truly help you take your organization to the next level.
Ask more about our integrated management solutions. Until then,
carry on with the podcast.
Welcome back. Welcome back. Welcome back.
(39:19):
We're on number four. Remember, number three was building a strong network.
The fourth thing, assessing readiness for promotion.
It's natural to want to move up in your career, but it's crucial to ensure you're
truly ready for the next step.
Pursuing before pursuing a promotion take an honest inventory of your skills experiences.
(39:42):
And accomplishments in your current role ask yourself these questions have I
consistently met or exceeded the expectation of my current role have I developed
strong relationships across the organization do I have a deep understanding
of how my current role contributes to the larger your organization goes.
Have I successfully led projects or initiatives that have had significant impact?
(40:06):
And five, the fifth point, do I feel confident in my ability to handle challenges at the next level?
If you can't confidently answer yes to these questions, it might be worth spending
more time in your current role to build up your skills and expertise.
And then the last one, addressing skill gaps.
If you do find yourself in a position where you've moved up quickly,
(40:28):
it's crucial to be proactive about addressing
any skill gaps this might involve the
first way you can address a skill skill gap seeking out a mentor who has experience
in your new role the second engaging in targeted professional development activities
the third point being open with your team about areas where you're still learning
(40:52):
and seeking their support listen Listen,
I do this one like clockwork.
If I'm ever in a new environment with a new organization, with a new structure,
a new code, a new culture.
The first thing I do is not try to be the smartest one in the room.
I'm I'm getting everyone involved. And so I can pick up information faster and
(41:13):
learn quicker and allow to use everyone else's strength until I'm fully aware
of how things work. I immediately do that.
And then the last one on this point is regularly seeking feedback from peers
and superiors to identify areas for improvement.
There is nothing worse than having a leader in your organization that chooses
to get that refuses to get better or hold themselves accountable.
(41:33):
Listen, accountability can only happen when transparency is present.
Accountability can only happen when transparency is present.
You cannot build great things when transparency on the things that you mess
up on, the mistakes that you're making within the organization.
(41:56):
Accountability cannot happen if people are covering up for their mistakes versus
addressing them and getting better.
Remember, admitting that you have areas for growth isn't a sign of weakness.
It's a sign of self-awareness and a commitment to continuous improvement,
both of which are crucial for leadership.
(42:16):
Now, let's address a common concern that many ambitious professionals have.
If I stay in the role too long, won't I be seen as lacking ambition or drive?
That's a valid concern, but it's important to reframe how we think about career
progression. True career advancement isn't just about moving up the ladder.
It's about increasing your impact and your value to the organization.
(42:40):
When you take the time to master a role, you're not stagnating.
You're building a solid foundation for future success.
Moreover, organizations value leaders who have a track record of making a significant
contribution in their role.
By focusing on mastering an impact rather than just upward mobility,
(43:01):
you're demonstrating a level of maturity and commitment that is highly valued
in leadership positions.
That being said, there is a balance to strike.
You don't want to stay in a role so long that you become complacent and stop growing.
The key is to continuously seek out new challenges and opportunities for growth
(43:22):
within your current role, while also keeping an eye on your long term goals for your career.
OK, and let's also consider this impact of this slow and steady approach in
health care organization as a whole.
When health care institutions prioritize role mastery and thoughtful career
(43:42):
progression, they tend to see several benefits. Fist One, improve patient care.
Leaders who have a deep understanding of their roles and the impact it has on
the organization as a whole are better equipped to make decisions that positively impact patient care.
Number two, enhance organizational stability.
A steady pipeline of well-prepared leaders creates a more stable organization,
(44:07):
better able to weather challenges and changes.
Number three, stronger organizational culture. When leaders have spent time
in various roles and built strong relationships across the organization,
they're better able to foster a cohesive organizational culture for increased innovation.
(44:27):
Leaders who deeply understand their area of the organization are often better
positioned to identify opportunities for innovation and improvement.
And five, better succession planning with a plethora of leaders who have mastered the current roles.
Organizations have a strong pool of candidates ready to step up when senior
(44:50):
positions become available. It's very important.
Succession planning is important. So if you want to be great at what you do,
develop the next person that can replace you.
If you want to be seen as great at what you do, that person's never scared at
building a top talent that's well enough to replace them.
Because another reason why a lot of organizations aren't ready to promote you
(45:14):
is because they know with promoting you, there's going to be a vacancy there
that they're not yet ready to let go of.
So they will much rather have a mediocre leader on top of you because you're
executing what you need versus raising up someone who can replace you.
So when you're being considered for the next role, they see that there are no
gaps in their organization as they promote you. Remember, impact in the organization
(45:37):
goes a lot further than just trying to be promoted for your own concern.
And as we wrap up this episode, I want to leave you with the final thought.
In our fast paced world, patience can feel like a lost virtue.
But in leadership, especially in health care, where the stakes are so much higher,
patience is not just a virtue.
It's a strategic advantage. advantage by taking the time to truly master each
(46:01):
role, to build strong relationships and to develop a deep understanding of your organization.
You're not just advancing your own career.
You're positioning yourself to make a true impact in health care.
Remember, bridge builders, true leadership isn't about how quickly you climb
the corporate ladder, but about
the impact that you make in the bridges that you build along the way.
(46:24):
By taking the time to master each role, You're not just advancing your career.
You're building a solid foundation to better serve your team,
your organization, ultimately your patients.
As always, I like to hear your thoughts and experiences on this topic.
Have you ever felt pressure to move up too quickly?
(46:44):
Have you ever balanced ambition with the need for mastery? Share your stories
with us on our website, Bred to Lead, or on our social media channels,
Jake Taylor Jacobs or Sips Healthcare on all platforms.
Tuning in to another episode of Bred to Lead. Don't forget to subscribe to our
podcast to ensure you never miss an episode.
(47:07):
And for those bridge builders looking to take their leadership to the next level,
check out our Next Step Leadership program at Sips Healthcare.
Care, it's time to invest in your future and the future of health care leadership.
But before we go, let's shine a spotlight on our partners at Asynco.
Asynco is revolutionizing surgical asset management with their innovative Sonar
(47:28):
system as the first surgical asset management platform built for operational
efficiency and quality across every department.
Asynco is helping health care organizations optimize their surgical operations.
Considerations visit asynco.com to
learn how sonar can transform your surgical asset
management until next time keep building those bridges and remember in the leadership
(47:51):
race slow and steady doesn't just win it leads to more impactful fulfilling
and sustainable success this is dr jay taylor jacobs and i love you and there's
absolutely nothing you can do about it peace.
Music.
Music.
(00:23):
Welcome back, welcome back, welcome back, Bridge Builders, to another amazing
episode of Bread to Lead. I am your host, Dr.
Jake Taylor Jacobs, and today we're diving into a topic that's crucial for every
aspiring health care leader, which is the power of patience in your leadership journey.
(00:45):
And before we jump into our main topic, let's take a moment to reflect on last
week's episode about Next Step Leadership. leadership.
Many of you have actually reached out with aspiring and inspiring stories about
how you're implementing these principles in your organizations.
It's truly heartening to see so many of you taking proactive steps to develop
(01:06):
the next generation of healthcare leaders.
Your commitment to building bridges and fostering growth in your teams is exactly
what we need in today's healthcare landscape.
So give yourself a round of applause. Give
yourself a round of of applause for all of the
hard work that you're implementing as a bridge builder in
this space so if you want to leave comments of successes
(01:28):
of you listening to this podcast and seeing change within your organization
please do not hesitate to go to breadtolead.com and on the site you will see
where you can actually leave your responses and testimonials of what you're
implementing so that we can give you a shout out on the show it is a top 50
podcast show in the entire country United States of America.
(01:48):
So it's definitely a great place for you to build your brand,
say your name and talk about the great things that you're doing at the facilities
and organizations that you're currently at.
So listen, this podcast is founded by Sips Healthcare Solutions,
a workforce management and staffing firm that specializes in turning around
central sterile processing departments within health care systems and providing
(02:12):
support in other areas in perioperative services before,
during and after a patient surgery.
But although this podcast isn't a health care leadership podcast,
we believe that this podcast has become top 50 in the country because of its
ability to teach leadership that can be applied in any industry or any facet.
(02:32):
So if you are listening to this podcast for the first time, you're going to
hear me talk a little bit.
About health care here and there, but that's just because that's the standard
health care is the industry that we're currently in.
However, all of these leadership tools and techniques can actually be applied
to many different industries,
as I have taught and trained more than 15000 business and leader professionals
(02:54):
and leaders all over the world, 22 countries to be exact.
And when I look at organizations and their ability to create amazing change
and and innovate things in a ways that you can't even imagine their staff,
their team, their leaders are second to none.
And this is even included. This is even included in companies that aren't as
(03:17):
technology advanced, technologically advanced as other companies.
However, their core leaders are so amazing at what they do.
They outperform companies with amazing technology.
So leadership pays when technology is absent.
Leadership pays when resources are few.
Leadership pays when the road is not as bright. Right. And leadership is ever
(03:43):
rewarding if you have all those things working in your favor,
as well as amazing leadership.
You're looking at a company and organizations that absolutely can change that
and change any industry moving forward.
So let's take our time and let's transition on over.
(04:06):
To our actual topic for today patience pays
write this down patience pays while slow
and steady wins the race if you do not know much about dr
jay taylor jacobs by trade i did go to school for education before i became
a very up in business if somebody forward uh you um this podcast please listen
(04:27):
to the podcast before researching me um i don't want you researching me and
that influencing you on why you should listen.
I would encourage you to listen to episode one and then also listen to this
podcast and you'll get a great sense of what qualifies our ability to talk here.
So we're talking about patience pays and why slow and steady wins the leadership race.
(04:51):
And in our fast paced healthcare environment, there's often immense pressure
to climb the corporate ladder or career ladder, so to speak, as quickly as possible.
And it's the same in every industry.
But it's faster, always better. This is the question that we should be asking
is faster, always better.
(05:12):
Today, we'll explore while taking the time to master your role can lead to more
sustainable, impactful leadership in the long run. So we want to talk about this thing, right?
The difference of the is faster, truly better when it comes to growing and excelling in the position.
And we're also going to talk about why I believe taking your time to master
(05:34):
your role can absolutely lead to more sustainable, impactful leadership growth in the long haul.
OK, so let's start by addressing a common scenario in health care leadership.
I think that'll be great.
I want you to close your eyes and just imagine, just imagine all the things that we could be.
(05:54):
Imagine all the places we can go.
And see, imagination's fun for you and me.
We could go to the moon. We could be anything. Build a castle while playing pretend.
I'm kidding, y'all. But I do want you to close your eyes and imagine if you
are driving, please do not close your eyes.
(06:16):
But I want you to imagine Alex and Jamie both started their careers in hospital
administration at the same time.
Alex is ambitious and jumps every promotion opportunity possible,
moving to a new role every year or two.
Jamie, on the other hand, takes a more measured approach, spending three to
(06:37):
five years in each role before moving up.
Five years down the line, Alex appears to be ahead.
They've reached the senior management position and are earning a higher salary.
Jamie is still in a mid-level role, but let's fast forward another five years.
So five years later, Alex appears to be ahead. They're in senior management.
(07:00):
Jamie's in mid-management. And so it appears that Alex is going to continue
to progress faster than Jamie.
Alex is struggling. We're going to fast forward another five years in this senior management role.
Alex is struggling in their executive role, feeling overwhelmed,
a battle battling imposter syndrome, while Jamie has mastered each position's
(07:26):
role and just moved into the executive position and is thriving.
So Alex has been in this senior executive position for now five years.
Jamie, five years later, is now coming into a senior executive role and is killing it day one.
This scenario illustrates the core
of our discussions today while rapid
(07:48):
advancement might seem appealing taking time
to truly master each role often leads to more sustainable success and fulfillment
in the long haul and i just i just want to be clear about something there's
a lot of people that struggle with imposter syndrome when you walk into a certain
room and the reason why others that come into the same room that's new,
(08:10):
just like you may survive or may
thrive faster is because your preparation before the promotion matters.
How you're preparing for that starter position, as we would say in sports,
will also vividly be shown when the lights actually hit you and the going is tough.
(08:30):
So a lot of people, especially younger leaders within any organization or sector
typically wants to take the every year and a half, two years they should be promoting.
But when you end up in a room of.
Of your peers now that's in senior management that all have 10,
15, 20 years of experience and you only have five.
(08:51):
Yes, you must. You may have had innovative thoughts or innovative strategies
that you've used in smaller departments or smaller facilities.
But when you start to get to a senior management, you're managing the entire
organization or the entire system of a department within the system,
the entire systems department,
(09:12):
then you have to look at things from a much from a grainier level to a much more macro level.
And experience absolutely matters.
What you mastered in certain roles absolutely matters.
And what I began to start seeing is that people that are typically dealing with
this imposter syndrome, you feel uncomfortable in certain rooms versus others
(09:33):
where you know that you're you're you're you are mastering them.
There's there's a difference between
having imposter syndrome and being nervous because it's new to you.
Being nervous says, hey, I know that when things kick in, I'm going to be able to step in.
Imposter syndrome is having the feeling like, you know, you don't belong.
And that's a big thing, faking it till you make it. This is the cause and effect of that.
(09:58):
Being great at interviews, always being willing to step up in a line will make
it favorable for your growth and promotion. But those that are like Jamie that
says, hey, listen, I don't want to move from this spot until I feel like I've
mastered everything of this position.
It's very important because when you start to look at senior leadership and
when you get above mid management or the mid leadership role,
(10:21):
you become more of a coach, more of a people.
Your sport or your game or your specific measurements are people performing,
not necessarily tasks being done.
And so as you begin to grow in the scope of your positioning as a leader,
now you go from managing doing the task to managing someone doing the task to
(10:43):
now managing someone who manages someone that does the task to now managing
someone that oversees someone who manages someone who manages the person that actually does the task.
So when you're talking about leadership at multiple levels down before your
word gets out or down to the lowest level, you have to start asking yourself,
if I have not mastered every level, how can I ensure my communication down is effective?
(11:09):
And this is typically what we're seeing within miscommunications between departments
within hospitals, perioperative departments or services, to be exact,
from the OR to SPD, from SPD to supply chain and materials.
We're having this miscommunication because there are a lot of people that have
been battlefield promoted, promoted because last man standing,
(11:30):
not promoted because you're the next and best up.
And I get it in a health care space in most industries, most companies,
you have to kind of deal with what you have.
But if we keep living in a reactionary status or a reactionary stage,
we can't truly ask for the best versions and most innovative leaders to actually
(11:51):
show themselves approved when mastering.
Mastering each role is very important because when you master each role,
you actually become more efficient in operating as a leader.
We'll talk about that a little bit after our first little break.
I hate to break up all the good information that you're receiving from this podcast.
But Bridge Builders, if you're looking to enhance your leadership skills and
(12:14):
advance your career in health care, look no further than Sips Healthcare Leadership Institute.
Our comprehensive programs are designed to help you master your current role
and prepare for future advancement at the right pace.
Don't rush your leadership journey. Invest in yourself with Sips Healthcare.
Care visit our website at sipshealthcare.com forward slash leadership to learn
(12:35):
more about our programs and how your organization can sponsor a cohort and take
your leadership to the moon.
You heard it there listen now we're back to the
podcast um and again like i said in
a commercial or that commercial break listen if you're looking for training
institutionally with your facility to help develop majority of your leaders
(12:55):
all at one time hey listen we do have um a service offerings when it comes to
training for an entire cohort of leaders within your organization,
moving and operating together.
Now, let's break down why patience pays off in leadership.
One, if you have not, again, been a part of this podcast, you're going to find
out that I am a stickler for telling you what to write down.
(13:17):
I believe that if you're just listening to a podcast without applying the information
from it, it's not helping you at all.
You might as well or just listen to a song that's destructive.
So we're going to talk, break down a couple of reasons why patience pays off
in leadership. I'm going to give you five points.
So this is the first one I want you to write down. Why patience pays off in
leadership. Number one, skill development.
(13:40):
The number one reason why patience pays off in leadership is skill development.
When you spend more time in a role, you have the opportunity to develop a broader, deeper skill set.
You encounter a wider variety of situations and challenges that allows you to
(14:00):
build a robust toolkit for problem solving.
For an example, a study in the Journal of Health Care Management found that
hospital administrators who spent at least three years in a row before promotions
were 40 percent more likely to successfully navigate complex organizational
challenges and changes in their next position.
(14:21):
Listen, and what I see in a lot of people's resumes on a lot of people's resumes
or even on LinkedIn, getting a snapshot of where they've been.
I see a lot of leaders who are progressively moving fast every year and a half, two years.
They're getting a different role or they're moving to another hospital system
because there may be more money or better road.
The issue with not mastering the space that you're in is that you're cutting
(14:45):
yourself short on certain skill developments. Yes, I know you know how to do
the hard task job, but do you know how to do the job when you don't have all your resources?
Now, do you know how to do the job in a trauma one? Now, do you know how to
do a job in a specialty space that does specialty surgeries?
Now, do you know how to do your job when it comes to having no staff or too many staff?
(15:09):
When you are able to see your skill develop through different scenarios and
you're confident in that space, that's when you're entering the level of mastery.
And there are a couple of phases before mastery is received.
One, you have a confidence in your ability of knowing and you can get it done.
Confidence comes when, hey, I've been trained. I feel confident I can get it done. I just need help.
(15:34):
A little here and there. That's confidence. I'm still going to make mistakes.
So that's the first level of skill development. The second level of skill development is efficiency.
Now you can do the job with little wasted time, little wasted resources, little wasted energy.
You're as efficient as you can be until bigger problems arise.
OK, so you go from confident to efficient to proficient.
(15:58):
Proficient proficient is the third level of skill development
in proficiency now you can overcome many
different complex scenarios and situations
and still get the job done efficiently that's when you know hey i'm getting
i'm getting it good it may take me a little bit but i'm getting faster and more
efficient when things are going the fourth level of skill development is mastery
(16:20):
this is when you can put me in any weather in any heat in any facility in any
space and i can turn it around.
And so me being a corporate turnaround specialist or an expert or an executive
in corporate turnaround, you can put me pretty much in any environment.
And I don't even really have to really understand the full flow of the company
because every organization typically has those fail shoots that are all the same.
(16:45):
And I can feel my way through and still be efficient.
This is typically the levels that you want to start processing before you ask
for a promotion. I know you want bigger raise.
I know you want to make more money, but it's not just about making more money.
It's about making impact and not being pushed away or being underprepared when
(17:06):
getting that promotion.
OK, so the four levels of skill development, I repeat them confidence.
Then it's being efficient. Then it is being proficient.
Then it is mastery. history. OK,
so that was the number one thing that why patience pays off in leadership.
The number two thing of why patience plays off in leadership is relationship building.
(17:30):
Leadership fundamentally is about
influencing people for the betterment of themselves or the organization.
OK, so the longer that you're in a role, the stronger and more diverse your network becomes.
You build trust, understand the nuances of different departments and create
lasting relationships that can support you throughout your career. That is.
(17:53):
Arguably, maybe one B if it's if it's not fully to it, it's not one a skill sets are important,
but relationship building is a very big thing because you never know who's speaking
positively or negatively about you in certain rooms.
So being impressionable is absolutely important in cultivating those leadership
(18:14):
skills prior to promoting is important. Here's why.
Because when people start to see you ready for the position before you get the
position, it's easier for you to transition amongst your peers.
OK, now, the second thing is when it comes to relationship building in health
care or any other industry, whatever niche that you're in, it is small.
(18:34):
The circle, it is smaller than you think. As far as the people who actually
can influence change, the circle is always small. all.
So when you're being impressionable with every position that you're in,
you're mastering every step.
You're thinking about the long haul of the organization of the department or
the people that you're servicing.
Those relationships will begin to start creating doors or sowing seeds in areas
(18:58):
that you have not been yet.
And scripture says, Jesus told his disciples, he said, you will reap a harvest
that you did not bear or that you did not sow.
So what that means is sowing the seed this. You're doing the work.
You're meeting the people.
Reaping a harvest for things that you did not sow, sows favor.
And favor comes through diligence in what you do and how you do it.
(19:19):
So when I'm mastering my skills, I'm being impressionable. I'm building relationships.
I'm understanding the dynamics of different people, where they come from,
the diversity, not just in the color of their skin, but in their upbringing
and how they see the world.
Those are the things that allow for you to build a great base as you're building
relationships and why patience pays off in leadership.
(19:41):
Because if you move too fast, you don't build the staple of relationship that
you need before you move on.
Number three, the third reason why patience pays off in leadership is organizational understanding.
Health care organizations are complex systems, no different than any business.
But health care is a little bit more complex and a little bit more nuanced.
(20:04):
And there's a lot of gray area than they are black and white.
By taking time in each role, you gain a deeper understanding of how different
parts of the organizations interact.
This system, this system, this systemic understanding is very crucial for effective
(20:25):
leadership at high levels. Here's the reason.
If you only know SPD and you get promoted over periop and periop is before,
during and after service services and departments.
When you get promoted, yes, you are able to smooth your way up into the director role.
But do you really, really understand the nuances of every position?
(20:47):
Now, I am a firm believer that there are certain things you have to learn while
you're in the seat, but I'm also a firm believer of proper preparation prepares
the day and prepares your future.
So if I know that I want the director role, I'm going to start asking maybe
as an SPD manager on my off days, on my off time, when I got a little extra
room or energy in my schedule, I don't really want to go home.
(21:09):
I'm going to ask for other tasks and services in the peri-op department so that
I can fully understand how every department is interconnected.
What I am seeing within leadership within health care is that every person that
is leading a specific department feels that their department is the only most
important thing or the sole most important thing in a hospital.
(21:30):
But the last I checked, you need every position in order to make sure that that
patient has the best chance of recovering and surviving whatever their ailment is.
So if I do not have true organizational understanding and I'm looking at my
promotion track as a linear track up and down to get to where I want to go,
(21:51):
I'm not going to understand the complexities, complexities within the department.
So whether you're running a different organization, you're in health care,
you're in a different industry.
Yes, you may be great at sales, but being great at sales is not the same thing
as being operationally efficient.
Hello. Hold on. I got a sound for that. Being great in sales is not the same
(22:12):
thing as an understanding operational efficiency.
One more time.
So understanding how every department
is interconnected is step one and becoming a much greater leader.
The number four, the fifth, the fourth reason why patient pays off in leadership is credibility.
(22:37):
When you've mastered a role, you build what we call credibility with your both
your peers and your subordinates.
This credibility is essential for effective leadership, especially when you
need to guide your team through challenging times.
The thing that made me such a good business executive or turnaround expert or
(22:58):
specialist is the fact that in my own companies that I bought and that are sold, that I built,
I've had to come back from almost Hades in order to make turn the company completely
around, helping and advising companies that were in the dark,
getting them more profitable, getting them more efficient,
dealing with dark times, built up my credibility to where most people in our
(23:21):
services as a company with Sips Healthcare,
most people are a word of mouth spreading the news of Sips Healthcare and not marketing.
Advertisement. Advertisement and marketing is something that we're doing new now,
but the credibility of our ability to go and do what we say that we're going to do,
a lot of times pays more dividends than trying to build a big marketing ploy
(23:45):
or branding with social media or whatever at conferences.
It can play a higher dividends. The cost of acquiring acquiring,
um, promotions or building relationships is a lot lower.
That, that wall or that, that barrier in between your next promotion or your
next opportunity becomes a lot thinner and a lot smaller, the more credible
(24:06):
you are in a said position.
So I know a lot of people are like, man, I really want to be a manager.
My question is, are you the best at who you are right now?
My favorite story in the scripture is of David, King David.
As a little boy, he was told that he will be king one day.
But it wasn't until 30 years later that David from a little child actually became a king.
(24:28):
So what does this mean? He played a lot of different roles. So his first role
was supporting the soldiers by bringing bread to the first line.
Why is this important? When you understand the importance of bringing food to
the first line defenders, that lets you know that even the people that are just
passing food are important.
Then the second role he played was understanding the harp and how to control emotions.
(24:50):
He had to play the heart for King Saul because King Saul had anxiety issues.
So understanding the importance of controlling your emotions and controlling
the way that you deal with certain and tough news is important.
So he got to have a bird's eye view of what anxiety looks like when you're lacking
preparation as a leader.
And he also had the ability to become the best heart player in the world.
(25:12):
So he was also number one, one at serving people first line.
Two, he was number Number one at what?
Controlling anxiety and emotions. Three. He was number one at what?
Herding sheep. A lot of people don't know about King David's story as a sheep
herder. He was a sheep herder and his number one job.
(25:32):
Why? Everybody else mocked him for being a sheep herder.
The sheep actually were currency for the family. So being able to manage the
sheep actually showed his shrewd capability in managing resources and ensuring
that all resources stayed intact. Why?
When you are leading an organization, you have to understand the financial impact
(25:55):
of every decision that is being made within your organization.
So he understood finance. He understood serving the military.
He understood controlling your anxiety. The next thing that David understood
was the importance of taking advantage of moments to show your preparation period.
What do you mean? David had to kill Goliath and defeat Goliath to save his people.
(26:18):
And he wasn't even the most likely choice.
What does that mean? A lot of times you won't be the most likely choice.
But in leadership, when proper preparation meets the moment.
Acceleration of your goals and dreams happen there. So he was preparing for
a moment, not realizing his moment will be on the battlefield.
(26:39):
The question is, are you preparing for your battlefield moment? Hello.
Are you preparing for the moment where you have to show up and everything that
you've been doing in a dark will actually be shown right here in the middle of the battlefield?
And when you're getting promoted too fast and you haven't had the ability to
develop the skill sets that you need to be successful, when those lights hit
(27:00):
you, they burn bright, baby.
When the lights hit you, they burn your skin when you're not prepared.
Anxiety comes in versus if you were prepared for the moment before the moment happened.
Now, what happens is when that light hits you, baby, you shine bright,
shine bright like a diamond. Amen.
That's exactly what David did. And he began to master every role that he was in.
(27:23):
So by the time he became king, he had a track record of being number one at everything.
My question to you is on your road to leadership, how many things were you number one at?
That will let me know exactly what type of leader you will be in the position that you're in.
(27:44):
The greatest leaders that lead organizations were number one at the very thing that they did.
Mark Zuckerberg was number one at ideation. Number two, number one at finding
ideas that people were not executing on and executing faster than them.
Number three, number one at coding and developing talent. Number four,
he was great at those things, which are all the things that people,
(28:07):
his predecessors came after him and he can train on in your organization,
sitting in the seat that you sit in.
Are you the best at what you do, regardless of if you're in a leadership role
right now or if you're the lowest person on a totem pole?
Are you the best person at the lowest end?
Because how you are at the low end will let me know who you will be at the top.
(28:28):
Now, credibility absolutely matters in mastering the small things.
So when the big things come, they appear small to you, too, as well.
And number five, number five, why patients pays off in leadership,
reduce stress and burnout.
Moving up too quickly can lead to stress and burnout as you constantly grapple
(28:50):
with new challenges without solid foundation.
A study in the Journal of Nursing Administration found that nurse managers who
had been in their role for at least two years reported 30 percent lower burnout
rates than those who had been promoted within the last year.
(29:10):
Think about that. Think about that.
A study in the Journal of Nursing Administration found that nurse managers who
had been in their role for at least two years reported 30 percent lower burnout
rates than those who had been promoted within the last year.
(29:31):
Now, let's look at some data comparing the long term outcomes for those who
take the time to master their roles versus those who jump at every promotion opportunity.
A study by PayScale found that while rapid job hoppers might see short term
salary gains over a 10 year period,
(29:52):
those who stayed in positions three to five years before moving up earned on
average 15 percent more than those who change positions every year to two years.
When it comes to performance, a Harvard Business Review study found that executives
who had at least 15 years of experience in their industry before becoming CEO
(30:16):
were 25 percent more likely to lead their companies to long term success.
In health care specifically, a study published in
Health Care Management Review found that hospitals led
by CEOs who had spent at least five years in a COO or similar role first had
(30:36):
a 20 percent better financial performance and 15 percent higher patient satisfaction
scores compared to those led by CEOs who fast track their way to the top.
Sometimes getting to the top too fast will be the number one reason why you'll
bust your uh-oh why you'll bust your.
(31:02):
So taking your time slowing down is important one of my favorite songs on uh
that y'all hear me say this all the time is by ndre it's called slow down i
think yes maybe slow it's called slow It goes slow down, baby.
You're going too fast.
(31:22):
You got your hands in the air, careless with your feet on the gas.
You're about to wreck your future. Running from the past.
You need to slow down, baby. It just tells you slow down what you're running from.
Master the skills you need to master and look at your career as a marathon race, not a sprint.
(31:47):
You don't want to be the great and rising star leader that finally makes it
to the top. But you're underdeveloped.
And the moment that all the lights are on you, all the news are on you,
you drop the ball and you're never able to pick yourself up again.
Imagine how it feels to be a child star on Disney or Netflix or Nickelodeon
(32:08):
and you can't grow again. You never can become a star again.
That's how it feels when you hit the starlight too fast before developing the
skills. that will come back and save you. Okay.
Hey, it's me again. As we discuss the importance of mastering your role,
it's crucial to have the perfect resources at your fingertips.
(32:30):
That's where my book comes in, Bred to Lead. This essential guide for healthcare
leaders dives deep into the principles we discuss on this podcast,
providing you with practical strategies to navigate your leadership journey,
available now on Amazon or at bredtolead.com.
Don't just be about it, lead about it. don't just
(32:50):
be about it now lead about
it don't just be about it lead about it and
go and get that new book bread to
lead that i have out there it's on amazon get
it for yourself and for the team that you want to build with it's a great gift
for your up and coming leaders and it's a great gift for your current leader
(33:12):
i think it's a very great book that expounds on how to be a great leader in
how to truly build a people centric business.
So listen, Bridge Builders, I'm not telling you not to be ambitious.
I commend ambition. Matter of fact, I've gotten where I have where I've gotten
(33:34):
because of ambition, but I've
dealt with a lot of pain and loss moving too fast when I didn't have to.
It's crucial to balance that ambition with patience and commitment to mastery.
Here are some strategies that can help you navigate this.
I want you to, you can write this down really quick and I'm going to expound a little bit on each one.
(33:57):
One, setting learning goals, not just performance goals.
Number two, seek out opportunities to deepen your expertise.
We'll talk about it. Three. Building a strong network in your current role for.
(34:20):
When considering a promotion, honestly assess whether you've mastered the current position.
Before moving up. And then moving up, you should be able to do more than 40
percent of that role that you're moving up to.
Ideally, you should already be able to do 70 percent of the role before you move.
(34:40):
We allow for a 30% knowledge gap, but 70% of your promoting roles should not
be an overwhelming thing to you. You should already be able to do it.
And five, if you do move up quickly, be proactive about addressing the skill
gaps immediately. Immediately.
Now, let's let's do let's dive a little deeper in each of these strategies.
(35:01):
OK, we'll dive a little deep. Number one, what setting and learning goes when
you're in a role. it's easy to focus solely on meeting performance metrics.
While these are important, they don't necessarily contribute to your long-term growth as a leader.
Learning goals, on the other hand, focus on developing new skills and knowledge
(35:24):
that will serve you throughout your entire career.
For an example, if you are a mid-level management role,
your learning goals might include developing advanced conflict resolution skills,
skills gaining a deeper understanding of health care finance improving your
ability to lead and motivate diverse teams by setting and actively pursuing
these learning goals you're not just doing your current job well you're preparing
(35:47):
yourself for the future leadership challenges so a lot of people get good at
what they do but not great at what they'll be promoted to oh.
So we become great at what we do. A lot of people become great at what you currently
do, but terrible or what your future promotion will be. And you're wondering
why God won't promote you.
(36:08):
You got to learn how to be great at what I'm currently doing and good at what
I'm going to be promoted to.
So when I sit in the seat, I can take off running when I'm giving the opportunity.
Too many people wait for the opportunity to be given before you start to work
on mastering what your opportunity is going to present itself.
So telling you, I get excited right there.
(36:29):
Number two, deepening your expertise.
Number two, in health care, knowledge is constantly evolving to truly master
your role and prepare for your future leadership positions.
You need to be committed to continuous learning.
This might involve attending conferences and workshops in your field.
(36:50):
Coming to scrub ball every year we host
the leadership conference is two two and a half days in dallas
scrub ball if you're in scrubs or you're in the hospital come and celebrate
with us and learn at the same time okay uh number two pursuing advanced certifications
relevant to your role number three taking on special projects that stretch your
(37:13):
abilities number four um when it
comes to this, what this might involve is engaging in cross-functional teams
to broaden your perspective.
Remember, the goal isn't just to accumulate knowledge, but to apply it in ways
that enhance your leadership capabilities and bring value to your organization.
(37:34):
Number three, when it comes to deepening the strategies on how you can continue to grow.
The third thing is building a strong network. We talked about this a little
earlier. Leadership does not happen in isolation.
The relationships you build throughout your career can be just as important
(37:54):
as the skills you develop.
When you take the time to build strong network within your current role,
you're creating a foundation for future success.
This network building might include regular check ins with colleagues from different
departments, participating in or leading cross-functional projects,
(38:15):
mentoring junior staff members and engaging with professional associations in your field.
A strong network not only provides you with diverse perspectives and insights,
but it also creates a support system that can be invaluable as you navigate
through your leadership challenges. We're going on a break.
(38:36):
Oh, it's me you're looking for.
I know that staffing challenges can often derail your leadership development plans.
That's why partnering with Sips Healthcare is a great solution for that.
Not only are we able to help you solve your temporary staffing needs with amazing
professional certified help,
we also can help you build a succession plan to really build an organization
(38:58):
that no longer is dependent upon staffing or short term staffing companies for permanent solutions.
We can truly help you take your organization to the next level.
Ask more about our integrated management solutions. Until then,
carry on with the podcast.
Welcome back. Welcome back. Welcome back.
(39:19):
We're on number four. Remember, number three was building a strong network.
The fourth thing, assessing readiness for promotion.
It's natural to want to move up in your career, but it's crucial to ensure you're
truly ready for the next step.
Pursuing before pursuing a promotion take an honest inventory of your skills experiences.
(39:42):
And accomplishments in your current role ask yourself these questions have I
consistently met or exceeded the expectation of my current role have I developed
strong relationships across the organization do I have a deep understanding
of how my current role contributes to the larger your organization goes.
Have I successfully led projects or initiatives that have had significant impact?
(40:06):
And five, the fifth point, do I feel confident in my ability to handle challenges at the next level?
If you can't confidently answer yes to these questions, it might be worth spending
more time in your current role to build up your skills and expertise.
And then the last one, addressing skill gaps.
If you do find yourself in a position where you've moved up quickly,
(40:28):
it's crucial to be proactive about addressing
any skill gaps this might involve the
first way you can address a skill skill gap seeking out a mentor who has experience
in your new role the second engaging in targeted professional development activities
the third point being open with your team about areas where you're still learning
(40:52):
and seeking their support listen Listen,
I do this one like clockwork.
If I'm ever in a new environment with a new organization, with a new structure,
a new code, a new culture.
The first thing I do is not try to be the smartest one in the room.
I'm I'm getting everyone involved. And so I can pick up information faster and
(41:13):
learn quicker and allow to use everyone else's strength until I'm fully aware
of how things work. I immediately do that.
And then the last one on this point is regularly seeking feedback from peers
and superiors to identify areas for improvement.
There is nothing worse than having a leader in your organization that chooses
to get that refuses to get better or hold themselves accountable.
(41:33):
Listen, accountability can only happen when transparency is present.
Accountability can only happen when transparency is present.
You cannot build great things when transparency on the things that you mess
up on, the mistakes that you're making within the organization.
(41:56):
Accountability cannot happen if people are covering up for their mistakes versus
addressing them and getting better.
Remember, admitting that you have areas for growth isn't a sign of weakness.
It's a sign of self-awareness and a commitment to continuous improvement,
both of which are crucial for leadership.
(42:16):
Now, let's address a common concern that many ambitious professionals have.
If I stay in the role too long, won't I be seen as lacking ambition or drive?
That's a valid concern, but it's important to reframe how we think about career
progression. True career advancement isn't just about moving up the ladder.
It's about increasing your impact and your value to the organization.
(42:40):
When you take the time to master a role, you're not stagnating.
You're building a solid foundation for future success.
Moreover, organizations value leaders who have a track record of making a significant
contribution in their role.
By focusing on mastering an impact rather than just upward mobility,
(43:01):
you're demonstrating a level of maturity and commitment that is highly valued
in leadership positions.
That being said, there is a balance to strike.
You don't want to stay in a role so long that you become complacent and stop growing.
The key is to continuously seek out new challenges and opportunities for growth
(43:22):
within your current role, while also keeping an eye on your long term goals for your career.
OK, and let's also consider this impact of this slow and steady approach in
health care organization as a whole.
When health care institutions prioritize role mastery and thoughtful career
(43:42):
progression, they tend to see several benefits. Fist One, improve patient care.
Leaders who have a deep understanding of their roles and the impact it has on
the organization as a whole are better equipped to make decisions that positively impact patient care.
Number two, enhance organizational stability.
A steady pipeline of well-prepared leaders creates a more stable organization,
(44:07):
better able to weather challenges and changes.
Number three, stronger organizational culture. When leaders have spent time
in various roles and built strong relationships across the organization,
they're better able to foster a cohesive organizational culture for increased innovation.
(44:27):
Leaders who deeply understand their area of the organization are often better
positioned to identify opportunities for innovation and improvement.
And five, better succession planning with a plethora of leaders who have mastered the current roles.
Organizations have a strong pool of candidates ready to step up when senior
(44:50):
positions become available. It's very important.
Succession planning is important. So if you want to be great at what you do,
develop the next person that can replace you.
If you want to be seen as great at what you do, that person's never scared at
building a top talent that's well enough to replace them.
Because another reason why a lot of organizations aren't ready to promote you
(45:14):
is because they know with promoting you, there's going to be a vacancy there
that they're not yet ready to let go of.
So they will much rather have a mediocre leader on top of you because you're
executing what you need versus raising up someone who can replace you.
So when you're being considered for the next role, they see that there are no
gaps in their organization as they promote you. Remember, impact in the organization
(45:37):
goes a lot further than just trying to be promoted for your own concern.
And as we wrap up this episode, I want to leave you with the final thought.
In our fast paced world, patience can feel like a lost virtue.
But in leadership, especially in health care, where the stakes are so much higher,
patience is not just a virtue.
It's a strategic advantage. advantage by taking the time to truly master each
(46:01):
role, to build strong relationships and to develop a deep understanding of your organization.
You're not just advancing your own career.
You're positioning yourself to make a true impact in health care.
Remember, bridge builders, true leadership isn't about how quickly you climb
the corporate ladder, but about
the impact that you make in the bridges that you build along the way.
(46:24):
By taking the time to master each role, You're not just advancing your career.
You're building a solid foundation to better serve your team,
your organization, ultimately your patients.
As always, I like to hear your thoughts and experiences on this topic.
Have you ever felt pressure to move up too quickly?
(46:44):
Have you ever balanced ambition with the need for mastery? Share your stories
with us on our website, Bred to Lead, or on our social media channels,
Jake Taylor Jacobs or Sips Healthcare on all platforms.
Tuning in to another episode of Bred to Lead. Don't forget to subscribe to our
podcast to ensure you never miss an episode.
(47:07):
And for those bridge builders looking to take their leadership to the next level,
check out our Next Step Leadership program at Sips Healthcare.
Care, it's time to invest in your future and the future of health care leadership.
But before we go, let's shine a spotlight on our partners at Asynco.
Asynco is revolutionizing surgical asset management with their innovative Sonar
(47:28):
system as the first surgical asset management platform built for operational
efficiency and quality across every department.
Asynco is helping health care organizations optimize their surgical operations.
Considerations visit asynco.com to
learn how sonar can transform your surgical asset
management until next time keep building those bridges and remember in the leadership
(47:51):
race slow and steady doesn't just win it leads to more impactful fulfilling
and sustainable success this is dr jay taylor jacobs and i love you and there's
absolutely nothing you can do about it peace.
Music.
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