Dr. Wei is surgeon-in-chief and division chief of pediatric otolaryngology/audiology at Nemours Children’s Hospital and professor of otolaryngology-head neck surgery, as well as chair of otolaryngology education at the University of Central Florida College of Medicine in Orlando. She is also a member of the ENTtoday editorial advisory board.
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January 2019Leadership Principles
Let’s focus on what each of us can always completely control: our mind and what we say to ourselves. Words create our own reality, thoughts and, collectively, our culture. These are my own core leadership principles (except where cited and with credit for Kari Granger):
- Leadership is not a position, but the capacity and willingness to serve. It is action oriented. There are no boundaries for a leader based on organizational “hierarchy.” You don’t need to have a “title” to be a leader. Lead from where you are. Even if you’re not a “chief,” “chair,” or “vice” anyone, you can create extraordinary impact and influence.
- Leadership is the realization of a future state that wasn’t going to happen anyway (Kari Granger).
- Being a leader means that you create a future that contributes to the fulfillment of the fundamental concerns of the relevant parties (Kari Granger).
- A leader stands exactly where core concerns emerge (Kari Granger). I used to think, “I shouldn’t have to do this/fix this … ,” and “this is not my job.” As a leader, now I fully embrace and look for every opportunity to be at the forefront and to work with others to address the most critical issues that impact our patients, associates, physicians, workflow, and so on, in all areas of our system.
- Self-awareness is the most important criteria for professional and personal growth. The chance of being a great leader is minimal without self-awareness. Learning to hear what your inner self tells you, observing your subjective assessments about everyone and every situation, gives you a chance to begin seeing perspectives outside of your own self.
- It’s not about you. Difficult to hear, but very true. More than ever, it’s about the patient. What we were taught, how we practiced for the past “x” years, what we believed of ourselves to be the absolute “best” way to treat “x, y, and z,” turns out may not be “exactly” the best for the patients. Hospital systems/organizations really do not focus on any individual physician, no matter how “great” you think you are.
- Find comfort and acknowledgment from within. Your organization will probably not thank you or acknowledge your contributions as much as you think you deserve, or truly deserve.
- Acceptance is key. Energy is wasted when you are busy “resisting” change. Accept first, however “unfair,” “stupid,” “ridiculous,” or “unnecessary” you may think a new workflow, initiative, or priority that has been given to you. You don’t know everything, and you never have the bigger picture or entire picture. Be committed to the outcomes, and focus on what is asked of you as part of the team.
- Engagement is a state of mind. It is a commitment to being part of something larger than you as an individual physician. Your actions follow your thoughts and commitment.
- Live in the moment. Engagement is complete mindfulness. You need to be “engaged,” whether it’s a patient encounter, conversations with colleagues, time at home with spouses and children, or the joy of snuggling with your pet.
- Engagement does not mean more “quantity” of action, more “work.” It means “quality” and, frankly, bringing, exuding, and infusing positive energy from you to patients/families/co-workers, in your professional and personal life and to all those who cross your path daily. It is a choice you make.—JW