5 Mistakes Healthcare Leaders Make

5 Mistakes Healthcare Leaders Make

Getting promoted in healthcare isn’t necessarily about being “the best.” It’s got a lot more to do with confidence and getting consistent results than management or business experience.

Here are 5 mistakes many leaders make — and why, if you can avoid them, you’ll skyrocket to leadership levels you haven’t achieved before. They’re so simple it’s almost counterintuitive — but nonetheless true in my 15 years of leadership in post-acute healthcare settings.

The voice in our head often says the opposite of what we want to be said about us. Imagine applying for your dream job. Your negative inner voice might say, “Don’t bother. You aren’t qualified and there’s already someone internally who is.” Correct this by starting to repeat the opposite back to yourself as a positive affirmation. “I am qualified and valuable and I am a great candidate.” Start reversing the negative narrative regularly and you will notice positive things start to happen fast and others will notice the change too.

Just waiting for your turn to speak will not get you far in leadership.

Sooner or later you’ll be forced by the discomfort of being chastised by your boss and have to do some serious homework on how to listen to understand. Doing this will improve your career and relationships immensely. So you may as well start now. I recommend any John C. Maxwell book to help build this skill.

It’s easy to be intimidated in meetings. I often didn’t speak up on calls or in meetings for fear that I sounded foolish compared to the leaders in the room I respected. When I started speaking up, I started to get noticed.

Here are a few of the benefits to asking questions and speaking up:

Dale Carnegie’s book, How to Win Friends and Influence People was a game changer for me personally and professionally.

It helped me understand how criticism is so damaging and causes us to lose ground with those we need to build influence with to succeed.

Micromanagement and failing to address issues with staff quickly has the same effect.

If you’re trying to rise in the ranks in healthcare leadership, I recommend looking very carefully at your communication in regard to follow-up, considering both upwards and downwards communication efforts.

When any issue occurs, you should start a follow-up loop with all involved parties and all stakeholders, and depending on the severity, start a paper trail to document all your efforts. This comes in really handy when a more in-depth investigation is required later.

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