How can we build a workplace culture that empowers our team members and uplifts emerging leaders in healthcare? To achieve this, a thoughtful and intentional approach is essential to create an environment where everyone feels valued and inspired to excel.
In episode 31 of the Life, Love, and Leadership for Physicians podcast, I’m joined by Dr. Kevin Joseph to explore how we can foster a culture of engagement, empowerment, and leadership within our organization. We’ll dive into strategies for inclusive decision-making and applying the 15-70-15 model, how to use the five “love languages” in a professional setting, what physicians should do if they want to step into a leadership or CEO role, and much more.
Dr. Kevin Joseph, MD, MBA, FACHE, CPE, is the market Chief Clinical Officer at Ascension, one of the largest healthcare organizations in the country. Previously, he was the system Chief Medical Officer at TriHealth in Cincinnati and was one of UC Health’s senior vice presidents, overseeing the operations of its three hospitals. This was preceded by a tenure as the President & CEO of West Chester Hospital, where he led the executive team in driving the hospital to the top 10th percentile in the country for safety and quality and the top 5th percentile in the country for patient experience. Dr. Joseph has recently published a book on healthcare leadership titled “Cracking the Healthcare Leadership Code: How Purpose, Humility, and Accessibility Can Transform Your Organization.”
Why is it crucial to include everyone when making decisions?
When Dr. Joseph transitioned from physician to CEO of a new hospital, he learned a valuable lesson about decision-making. Despite seeking input from various sources, he missed a crucial aspect – involving the real stakeholders, those who would be directly affected by his choices. Team members who work on the ground level possess invaluable insight into the daily challenges of an organization and can provide real solutions on what can be fixed.
When you involve all stakeholders in decision-making, it not only leads to better solutions but fosters a culture of engagement.
“People become engaged and become owners of their product. They’ve now put in this good discretionary effort that they wouldn’t necessarily have put in beforehand because they have a voice; they’re being listened to. They can make change instead of just being a worker bee and carrying out tasks.”
How can we make sure we include the right people in decision-making?
Dr. Joseph suggests using the RACI model, which helps ensure that vital steps in the decision-making process are less likely to be overlooked.
R – Who is ultimately responsible for doing the work?
A – Who is ultimately accountable to make sure things move forward?
C – Who should be consulted? Who will have the best ideas on how this can be improved?
I – Who needs to be informed after the decision is made?
What is the 15-70-15 model, and how can we apply this in our organizations?
As a leader in any position, the first 15% of their job is to set the direction, strategy, and culture, and explain that to those on their team. The following 70% is to ensure everyone on their team succeeds by removing barriers and providing resources. The last 15% is to follow a PDCA cycle and determine what worked, what didn’t, and how we need to adapt or change. This model can be applied across an organization to build a culture of empowerment and leadership in any position.
“Building a culture of everyone knowing they’re empowered, are a leader, contribute to the patient’s care, and make decisions. […] When people see their purpose, they are driven with a purpose to do what is right. Turnover will go down, discretionary effort will go up, and clinical outcomes will get better.”
How can we relieve burnout in our leaders and throughout our organizations?
We must prioritize making individuals feel recognized, valued, appreciated, and understood, not just through surface-level gestures like pizza parties but by genuinely connecting with them. Like in personal relationships, we can apply the five “love languages” concepts to professional settings.
“How do you recognize individuals? Do you give them words of affirmation? ‘You’re doing a good job.’ And even when you do that, is it in a public forum? Is it a private form? Is it verbal? Is it in a handwritten note? Is it a handwritten note to the office, or is it to the home?”
What should physicians do if they want to step into a leadership or CEO role?
Staying focused on the current position is crucial to the success of an emerging leader. By trying to rush it and spending too much time strategizing, you can potentially fail in your present role, preventing any chances for advancement. It’s also essential to be willing to put in your own time, take on volunteer roles, and say yes to projects – even if it’s something you don’t necessarily enjoy. Getting involved allows you to showcase your skills and position yourself for future projects, learn about key players in your organization, and expand your network.
How can we stand true to our values and purpose as leaders?
While having a mentor is essential, Dr. Joseph feels that having “reverse mentors,” who you don’t want to be like, maybe just as important. Listen and learn more about fostering a culture of engagement, empowerment, and leadership in episode 31 of the Life, Love, and Leadership for Physicians podcast.
