Enduring Skills for Effective Change Leadership in Healthcare

THE ENDURING SKILLS OF CHANGE LEADERS 1 The Enduring Skills of Change Leaders Name: Institution: Date:

THE ENDURING SKILLS OF CHANGE LEADERS 2 The Enduring Skills of Change Leaders Healthcare is one of the fields in which rapid change has been witnessed. For years, healthcare settings have been known to be risk averse. However, modern healthcare settings have significantly switched to transformational change (Kanter & Martinez, 2019). One of the ways in which this change has been achieved is through leadership. Leaders in healthcare ought to acquire certain enduring skills of change in their leadership methods. One of the enduring skills is tuning to the environment. A leader cannot possibly know enough or be in enough places to understand all things happening around (Kanter, 2007). However, the leader needs to actively gather information that could contribute to new ideas and approaches. This can occur if the leader implements a culture where there is transparency and effective communication among stakeholders while practicing listening skills. Another enduring skill for leaders in healthcare would be to challenge the existing organizational wisdom. Effective leaders need to adopt a form of thinking where they construct patterns from previous fragments of leadership and design new patterns (Kanter, 2007). This means that the leader is capable of solving a problem using different lenses rather than depending on one that every other leader uses. Thus, healthcare leaders may need to brainstorm with their colleagues, benchmark and rotate job assignments to get a broader perspective of ideas. The third enduring skill states that communication is a compelling aspiration. Any leader cannot sell change without a genuine persuasion (Kanter, 2007). Otherwise, there are numerous sources that prove resistant. Hence, a leader needs a convincing case why change is needed and the benefits it would bring.

THE ENDURING SKILLS OF CHANGE LEADERS 3 Another enduring skill is building coalitions and transforming ownership to team work (Kanter, 2007). Essentially, this requires a leader to encourage the team members to collaborate and rather than working independently, they need to work together for the greater good. Last but not least, leaders need to make everyone a hero (Kanter, 2007). This is attained by recognizing all efforts by each and every member of the team, as well as motivating and rewarding them.

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THE ENDURING SKILLS OF CHANGE LEADERS 4 References Kanter, R. M. (2007). The enduring skills of change leaders. NHRD Network Journal , 1 (5_Special_Issue), 53-59. Kanter, R. M., & Martinez, J. P. (2019). Advanced Leadership Can Change the World. Law Prac. , 45 , 36.

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