Blog
In these volatile times, evaluating your current cybersecurity measures should be a priority of every organization, no matter its size. My organization had some measures in place prior to the ransomware attack, but it still created a major crisis within our organization. I share our story and the lessons we learned from the cyberattack in hopes that it will create a sense of urgency among my fellow leaders take steps now to protect their organizations.
By Renee Jensen
Are all successful leaders competitive by nature? If pressed to name a leader who is not the least bit competitive, I don’t think I could. I can honestly say that I have never met a successful leader who isn’t always striving to be better, improve themselves, or at very least outperform a friendly competitor.
By Renee Jensen
Have you ever found yourself in a situation like this:
You’re in a meeting where everything is going along smoothly. You are feeling optimistic—you may get done early so you can get back to your office and have a few minutes back in your day! All of the sudden, someone in the room derails the conversation and direction of the meeting causing a flurry of discussion, debate and disagreement.
By Renee Jensen
If you are part of your hospital’s front-line staff, think about the last time a member of the executive team rounded in your department. Did the staff scatter, hide behind the computer, and hope to not be noticed, or pretend to be too busy to be interrupted? Did you take one for the team and entertain the executive until they finally left?
As a CEO performing my rounds, this is sure how it felt to me.
By Renee Jensen
At one of the hospitals I served as CEO, I brought in an executive coach to work with our senior leadership team. At the end of our time together, the coach complimented my team, saying it was one of the most high-performing groups he had ever worked with. I was shocked.
In retrospect, I truly believe the reason for our ability to perform at a high level was our deep trust in one another, established through a genuine desire to know and care for each other.
As healthcare leaders, we want to inspire and empower our employees to do creative, high-quality work that serves our patients and our communities. There is seemingly no end to the methods executives can use to accomplish this goal, but I have found that no strategic plan, incentive, or leadership development program can foster this kind of work like an organizational culture where it’s safe to fail. When employees aren’t afraid to take a risk on an innovative idea, they are free to do their very best work.
