How can we create a positive work culture that uplifts and inspires others to step into positions of leadership? Fostering a nurturing environment for aspiring leaders is paramount, and mentorship plays a vital role in empowering individuals to embrace their potential. Whether you’re a seasoned, new, or aspiring leader, this episode provides valuable insight you don’t want to miss!
In episode 30 of the Life, Love, and Leadership for Physicians podcast, I’m joined by Dr. Sunil Sinha to discuss his unique perspective on crafting a culture that inspires new leaders in healthcare. You’ll learn what leaders should focus on when stepping into a new position, how current leaders can support and motivate up-and-coming leaders, and what to do if you’re uncertain about becoming a leader.
Dr. Sunil K. Sinha, MD MBA FACHE FACP, has served in a variety of clinical and administrative leadership roles and is the Vice President for Quality and Population Health at Sentara Health Plans (SHP) in Virginia. Previously, he was the Chief Medical Officer of the BJC medical group in St Louis, Missouri, the Chief Medical Officer of ChenMed and JenCare Neighborhood Medical Centers in Virginia, and the Chief Medical Officer at Bon Secours Memorial Regional Medical Center in Richmond, VA. Prior to joining Bon Secours, Dr. Sinha served as Director for Medical and Public Health Policy for Pfizer Inc. in New York and Washington, D.C., and as a senior medical officer at the Centers for Medicare & Medicaid Services (CMS). He also worked for the Department of Veterans Affairs, where he served as the Director of the Managed Care Clinical Center of the VA Maryland Health Care System and the Director of Primary Care at the Marion VA Medical Center.
He has served as a senior examiner for the Malcolm Baldrige National Quality Award program and was appointed by the U.S. Commerce Secretary to serve a three-year term as a national judge. He is past chairperson of the Maryland Performance Excellence Award program, board member of the Virginia state Baldrige Award program, and board member and judge of the Illinois ILPeX (Baldrige) award program. He served as a juror for the National Quality Forum’s National Health Care Quality Award and the Joint Commission’s John M. Eisenberg Award. He has been adjunct faculty at The Johns Hopkins Bloomberg School of Public Health and the Virginia Commonwealth University and is the Editor in Chief of the Core Body of Knowledge for the American Board of Quality Assurance and Utilization Reviews Healthcare Quality and Physician Advisor certification. He is a certified executive coach from the Center for Executive Coaching.
With the American College of Healthcare Executives (ACHE) he served on the national Board of Governors, as the President for the Maryland Association of Healthcare Executives, Regent for Maryland, and on the Board for the Central Virginia Healthcare Executive Group.
Dr. Sinha is a board-certified internist, completing his medical education in India and an internal medicine residency at the Loyola University Medical Center in Chicago, where he served as Associate Chief Resident. He received his MBA from Southern Illinois University, holds a graduate certificate in information systems from The Johns Hopkins University Carey Business School and is currently pursuing an MPH from the George Washington University Milken School of Public Health.
What should you focus on first when starting a new position in leadership?
In the first 30 to 60 days, take time to understand your role and responsibilities fully. Understand your team’s roles, ensure that there is role clarity, and make sure they know what is expected of them. You also want to identify and determine what your key stakeholders require from you, especially if you’re in a large integrated system where there are matrix responsibilities.
“I think understanding the culture, sometimes it takes a little time, but I think observing when you’re going into meetings, listening more than actually talking, and as you get to know more and more people, just kind of building out your understanding of where things are, sort of reading the room in terms of having a clear understanding of how do people actually interact and react, and what kind of help do they appreciate and what type of things they don’t appreciate.”
How can those in leadership inspire and motivate young or potential leaders?
Leaders can’t take a day off from their responsibilities. Because people are constantly observing, leaders need to be conscious of how they interact, what they say, and how they get things done. By consistently showing emotional intelligence and leading by example, they can positively impact our new and aspiring leaders.
Leaders should offer guidance and support when they identify someone with passion and potential. Sometimes, young leaders may not recognize their potential, so it’s essential for experienced leaders to reach out and encourage them.
“Maybe they don’t ask, but you point out to them – I see a lot of potential in you. Could I just guide you or maybe spend a little time with you? Not so much to tell you what to do but share experiences that might be helpful to you.
How can leaders create a culture built on mentorship and guidance?
Leadership rounds and skip-level meetings are highly beneficial to creating a positive, uplifting organizational culture. Leaders should take the time to connect with individuals at different levels within the organization, asking about their well-being and work progress and offering support where needed. Being available and accessible to team members fosters a sense of care and genuine interest in their growth and development.
“I ran into [our president], and I knew he was busy because he had a bunch of meetings, but he said, ‘You know, I haven’t seen you in a while. Let’s spend a couple of minutes, I really want to catch up with you. I’ve been meaning to do this, but I’m going to take advantage of the time now. How are you doing? Is there anything I can do to help you?’ And we may have spent 10 minutes at most, but the takeaway for me was that he was busy, but he still took time to stop and ask me about things. He asked me about work, he asked me about my family, he asked how he could help me and the things I’m doing or trying to do, and just made a promise that we will connect and any time I needed help, that he’d be available. And I think we need to pay it back that way.”
How can leaders create a positive work culture with remote teams?
As a leader, it’s crucial to overcommunicate your message to ensure that every employee receives it accurately and effectively, despite where they’re located or which shift they’re working.
“We are doing things more townhall-style where we are doing our messaging through Zoom or Team calls, allowing people from different shifts to be able to participate, sending their questions in advance, making sure that if you’re a leader with multiple direct reports, having everybody speak. So it’s not just your voice, but you can have other leaders also talking to different topics that could be important across the organization. Obviously, communicating through email in our traditional way, sending out messages, newsletters, having town halls face-to-face, where you might go to a large center, inviting people who are available to come. So I think it’s not one, two, or three, it’s all the different ways that you can communicate, and it really makes sure that your communication methods are effective, making sure that people have the information they need and the timeframe that they need it.”
What should you do if you’re considering a leadership position? How can we, as leaders, guide those on the edge?
Doing the work early on can set aspiring leaders up for success, and those in leadership can help. Listen and learn more about mentorship and raising new leaders in healthcare in episode 30 of the Life, Love, and Leadership for Physicians podcast.
