Skyscraper Leadership, by Pamela Tripp
People are fascinated by the notorious skyscrapers that live among the clouds in major cities. Each year additional magnificent skyscrapers compete to top the list of the 100 tallest buildings in the world.
The highest skyscraper to date is found in Dubai, named Burj Khalifa. Height is 2,717 ft and it was completed in 2010. Burj Khalifa serves as office, hotel, and residential space. China is expected to have six of the top ten tallest buildings in 2017. It seems there is no limit to the vision and ingenuity of humans to build these giant tall buildings in the future.
People marvel at the extraordinary architectural and engineering genius of the professionals that design and construct these magnificent physical landmarks. The vision to perceive such an infrastructural prize is an amazing talent.
This same vision is required by leaders to develop an organization internally. Regardless of whether the organization is housed in a ground level building or in a skyscraper. It begins with a visual concept, followed by required infrastructure, to operate, sustain, and most of all thrive as a successful organization of excellence.
Skyscraper Leaders Have Vision
Vision originates in the mind through processed thoughts. Leader then must develop means in which to accomplish their desired vision, through specific plans, goals and tactical objectives. Like building a skyscraper, leaders require a detailed blueprint in order to make their vision come to fruition.
Vision processing and preparation is vital to leaders that develop organizations that are mighty in stature. To achieve this outcome, it requires systems and processes that must be intentionally designed and constructed.
Let’s examine the healthcare industry. To achieve the vision of having the best practices, and most optimal clinical outcomes for patients, leaders must possess characteristics like found in architects, engineers, and builders of great skyscrapers. They must possess Skyscraper Leadership.
Leaders must be able to intellectually visualize the internal architectural operational vision for the organization’s future, and detailed components to create a highly successful infrastructure.
Leaders must be engineers, and have an understanding of how all the moving parts of an organization interrelate. Where and what actions need to be initiated and maintained to create the multitudes of desired outcomes. Then the engineering control levers must be executed effectively and efficiently in talent management, culture, quality of care, and financial viability.
Leaders as builders have to develop a strong infrastructure that requires work to be accomplished in a multidisciplinary and integrated design. Excellent organizations will be built ultimately upon the people performing the multiple task, skills and work. This requires teams of people. Well orchestrated and intentionally engineered to achieve success.
Skyscraper Leaders Build Teams
Teams of highly skilled and talented people that are high functioning and reliable, is the most essential engineering control needed. Skyscraper Leaders as chief engineers, must equip their employees with tangible resources providing the essentials needed to carry out their work responsibilities. Intangible resources are also required that allows intellectual growth for employees to expand in personal knowledge, and be self motivated to engage in performance improvements for continued excellence.
Leaders must view all their employees as their colleagues, their partners in success, just a architects, engineers, and construction workers have to be interdependent on each other for success in building a skyscraper, the same hold true for the multiple healthcare roles of colleagues needed, for delivering excellent quality of care to patients.
In organizations like in skyscrapers, blueprints and engineering component of a healthcare organization are intentionally built by leaders, they do not just naturally occur. Leaders of excellence understand that their ability to have a relationship with colleagues is paramount to leading a high reliable organization. Nothing great is ever accomplished alone.
Skyscraper Leaders Show Endurance
The process of developing the most optimal infrastructure through leadership vision, engineering, and constructing happens over a period of time. There is no quick fix or a magic wand. It takes persistence, stamina, and courage to transform environments, tweak processes, define and redefine job responsibilities. It is essential to have transparency, trust, open communications, and to learn from and correct mistakes. Most important, leaders must love the people they have been entrusted to lead. A skyscraper leader always acknowledges their colleagues’ strengths as their most valuable assets.
In the healthcare industry, just like in building skyscrapers there is nominal margin for errors. People’s lives are depending on the organization’s infrastructure to be efficient and precise. This same infrastructure must be exceptional and high functioning in all essential areas of culture, quality, finance, and governance for the organization. Organizations, like skyscrapers, must be strong enough to flex and withstand the strong winds of change over time.
Are You a Skyscraper Leader?
As a leader, are you actively engaged in the development of your organization and taking the appropriate measures to design, engineer, and build your vision for excellence? To be a landmark that people internal and external to your organization value and appreciate? Is your organization’s infrastructure strong and self perpetuating, so that your organization’s excellence tomorrow is always greater than its excellence today?
Leaders who desire their organization to rise to its greatest heights, to stand tall above average organizations, will take the necessary steps to be highly effective in their role as the chief architect, engineer, and builder of an organization that is not just excellent, but transcendent.
Skyscraper leaders, it’s time to put your hard hat on!
About Our Guest Author:
Pamela is a passionate healthcare culture expert, author, and speaker. Her book, The Culture Cure: Transforming the Modern Healthcare System, is now available at bookstores everywhere in print, digital, and audio formats. In it, Pamela shares the proven plan that can heal healthcare organizations of every size and type. Unlike the hypothetical solutions spouted by many, Pamela’s book describes the actual pathway that has been successfully used in large organizations to resurrect a collapsing healthcare network to become critically acclaimed by the most rigorous evaluation organizations in the country.
To learn more about healthcare transformation, and to get more of Pamela’s free resources, visit www.PamelaTripp.com. And may your excellence tomorrow be greater than your excellence today.
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