HFMA VIEWS

MarieAnn North, FACMPE
Director, Navigant Consulting, Inc., Tampa, Fla.

Leadership, by definition, implies that there are followers. But often this is not the case.

It is the role of leaders to paint a compelling picture that moves people to action for the good of the organization--harnessing energy and passion that produces results. So why is it that so many leaders are out of touch with their own organizations? Many are unaware of the details of what is taking place in the work lives of their “followers,” causing stress for their employees at all levels. Other intelligent, well-intentioned executives are actually “leading” a group anxiously awaiting, or even plotting, their demise!

Relationships change as executives progress in their careers. Leaders become surrounded by those who shelter them from bad news and stroke their egos. The nature of the job changes to focus on the big picture--sometimes at the expense of giving up too many facts and details. Feedback on performance becomes less consistent the higher the position. But is this isolation factor just a necessary evil of the C-suite, or can it be overcome in a way that results in workplaces where top executives are truly in touch with their constituents and an atmosphere is created where performance soars?

One component of how the leader functions that may require change is the approach to the work itself.

As executives move up the ladder, they increasingly stop doing the work themselves, instead relying on staff. While focusing on the big picture is essential, there is value to be gained by not giving up all aspects of “doing the job itself.” A late night spent with Excel files can provide valuable insight and empathy! It can reframe the question at hand so that time isn’t wasted on solving the wrong problem. Understanding the details can only result in more practical “big picture” solutions. Detailed information allows for better discussions, and even healthy debate. After all, how can staff members push against authority and get the best ideas forward if the chief executive has no understanding of the details. Balance is essential--working the details does not imply micromanagement. It does imply that even top executives must continuously gain greater understanding--whether it involves how a referring physician accesses the system or knowing what button to push on the copier or coffee machine. In fact, C-suite executives who still do the work themselves are more likely to take time to study the lessons learned after plans or projects are implemented, rather than rushing ahead to the next item on the “to-do” list. Taking the time to objectively evaluate all outcomes sets great organizations, and great leaders, apart from mediocre ones.

Read more tips to avoid leadership isolation in MarieAnn North’s Leadership and Management column in the October issue of hfm magazine.