Thinking Time

Crazy busy.

We're just so busy.

Life's been busy.

Never been busier.

I can't get caught up because I'm busier than ever.

Wait a second!

There has been plenty written about busyness and its negative effect on us all. Yet, you and I hear that same old 'busy list' every week.

I find that the posts describing the 'right' self-care, inspirational messages, and leadership effectiveness quotes often tell us things we know we should be doing, but we still find ourselves trapped in an endless cycle of never actually changing our behavior.

Maybe you feel that way too?

A quick story: 

Many years ago I was exploring getting my PhD with my Health System CEO who had his doctorate. His primary point for me was that a PhD was usually a personal achievement, and if that was what I was after I should go for it. However, if I wanted to actually improve my effectiveness in the organization I should instead schedule two hours of thinking time each week  (yes, put it on my calendar.) 

He said the pace of our work lives never actually give us much time to think things through (oh the busyness!)...instead...we're constantly hustling from one meeting to the next without ever really examining all of our options to be the best.

I scheduled the time on my calendar, and quickly dropped the PhD plan. 

How do you slow down and simply think once in a while?

Thanks for being here.

Jay

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Lean On Me

Do your colleagues know you are there for them in times of personal or professional crisis beyond the standard line “if you need anything, feel free to reach out?"

Crisis. That's a high impact word. 

When our colleagues are truly facing a crisis our real values rise to the surface. Shifting our focus to support them and taking action instead of simply offering is something that not only makes a difference for them, it also demonstrates real-time leadership to the rest of the team.

While we can rarely 'solve' our colleague's crisis moments...we can always be considered a valuable and kind people leader...and that's a pretty good position to be in.

Please know that if you ever find yourself in a tight spot, I am available 24/7 for you.

Thanks for being here.

Jay

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The Two Faces of Leadership (and how to help)

I've seen too many leaders believe they are putting on a politically correct public face, and yet behave poorly behind closed doors. Why does this behavior persist? I'm not sure who they believe they are fooling but it never works. 

Employees are smart.

Employees see through thinly disguised compassion.

It's a shame, actually. Good intentions end up wasted on a compulsion for control, constantly being in-the-know, and generally convincing themselves that without them everything would fall apart. 

Everything? Really?

Um, no.

So how do we support those who have lost their way and are caught up in their own echo chamber of leadership destiny?

• Call them out on their behavior in a closed door meeting?

• Publicly shame them?

Neither one of these options sound reasonable to me. Remember, we're talking about two-faced leaders...that means they do have redeeming qualities in one of their 'faces'...we just need to tap into that 'good side!'

Here are my three keys to addressing the behavior in a direct, non-emotional or judgmental way.

1. Meet privately and tell them you need them to allow you the grace to share some feedback, and that you in turn will demonstrate the same grace for them to react.

2. Give them examples of their strengths, and how you have specifically witnessed the behavior that is concerning and its impact on others in the organization.

3. Offer to serve as a sounding board for them going forward so they do not feel as if they've been accused and abandoned; but rather, have a colleague who is truly interested in helping them improve their leadership style.

What do you think? Can the two-faced leader be helped...or am I once again being too positive?

Thanks for being here.

Jay

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Your 2026 Talent Strategy

Organization-wide strategic plans

Capital spending plans.

Technology plans.

Staffing plans.

Productivity plans.

Buildings and grounds plans.

Clinical service line plans.

Expense plans.

Perhaps even a change management plan (I might be reaching here.)

So many plans…and they turn to vapor if you’re not integrating the most essential of them all.

Your talent strategy.

The following list outlines a few elements of what you should include in your people strategy for 2026.

A robust talent acquisition strategy…that consistently emphasizes your employer brand. Weekly content (blog posts and video) highlighting staff members as front-line bloggers documenting their journey working for you; a technology stack that actually accelerates time to fill; and high accountability between the recruitment team and the hiring managers to ensure candidates are not waiting for feedback, but are getting hired.

An individualized talent development strategy…that ensures two primary targets are met: initial competencies and organization-wide expectations are established, and then individualized learning plans are put in place to dramatically improve development of the leadership team without sending everyone through the same old ‘training programs’ that are rarely evaluated for effectiveness and impact.

An employee experience and employee relations culture strategy…that supports HR Business Partners, Managers, and Employees in a coordinated and thoughtful way. Each of these customer groups must feel valued in order for the hard work to get done. Employee parties and special weeks do not build corporate culture. Real engagement…real conversations…and investing the time and energy to address issues will always drive results.

A comprehensive people analytics strategy…that brings to light employee voice across the organization. Integrating multiple listening systems and data analytics to fully understand the various personas of the workforce is not only helpful…it is one of the only ways to move from a retrospective look at data to a more informed predictive view of where vulnerabilities lie.

An employee-focused communications strategy…that leverages multi-channel options to engage employees regardless of where they are in their employee experience journey. When there are gaps in communication, employees will fill in the gaps. It is important to ensure you proudly tell your employer story.

An efficient and centralized support function…that allows employees to get timely answers to questions, help with routine challenges (policy, benefits, payroll issues, etc) in a consistent way across the organization. Leveraging employee self-service tools with on-demand support both with a live person as well as technology solutions will create another positive data point for the employee experience.

Audit everything…from your employee and labor relations vulnerabilities to whether or not your communications are actually being read and internalized. If you don’t have a data-driven foundation, how can you possible make the proper strategic decisions?

This is clearly just a starter list; however, investing the time, energy and resources to bring these people strategies to life will have a dramatic impact on the life, and success, of your organization in the coming year.

Thanks for being here.

Jay

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