Dr. Richard Winters
speaker
112 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
Dr. Richard Winters’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsNo recordings in the last 12 months.Older appearances are listed below; set an alert to hear about the next one.
Appearances
As leaders, I think we have these areas of expertise where we do make decisions that are rapid based on our experience and our knowledge and all that sort of stuff.
But really, the majority of our time as we become leaders is kind of shedding that expertise and then stepping back and helping groups, facilitating groups to come together around these really complex issues, whether that's during times of crisis or whether that's time where we have a little bit of more time to kind of look forward.
Yeah, thank you for having me. I appreciate the introduction there.
So lots of things changing, changing really fast, and not only in health care, but also where you're at and in your industry. Things are changing very fast. And so how do you react to that? And what I noticed was that there are some leaders who stepped up and were able to lead quite comfortably in those sorts of circumstances.
When we face these very difficult decisions, when things are evolving fast, we do need leaders who can step up and just decide what to do and move forward and then kind of take the input and discover what's going on and then make more decisions. And so it's a bit different than when we were now outside of COVID or evolving outside of COVID where you have some time to react.
It's a little bit more like an emergency physician where you're just kind of reacting in the moment and then moving on.
Totally. Our best leaders are able to adapt to both circumstances. And so we have leaders who can step up really well in crisis. And then when all of a sudden the crisis goes away, they're still trying to command and control and be the general. And that doesn't work so well.
And then we have other leaders who may be really good at bringing lots of groups together and getting lots of different perspectives and really bonding with groups. But that doesn't work so well in crisis. And so our best leaders adapt. Actually can do both of those. They sense the environment and they evolve and kind of flow with the environment.
Yeah, I think that they're sensing the environment. And so there's like different sort of processes and protocols, things that kind of pop into my mind that help me make sense of the situations. And there's a framework called the Kenevan Framework that's been very helpful for me. And that came out of David Snowden. And that was published in HBR, Harvard Business Review, probably early 2000s.
And it's a way of looking at the decisions that we're making and choosing the right process for those decisions. And so we are very comfortable making decisions in situations where it's common sense. We all agree we've been there before and we've done that before. We know what to do. And we have best practices for that. That is not an issue.
The issue comes when we start to be in this environment where things are changing. And if you get a group of your friends together, a group of your colleagues together, actually, we would all disagree about what's going on, what information to consider, what are the possible outcomes, those sorts of things. And so leading during those times, that's difficult.
And during those times, there are times that we need to make decisions right away. There's times where we have a few weeks or a month or so to try to figure this out. And so for me, as I think about that, as I'm in a meeting and individuals are disagreeing and emotions are running high, I know that this is probably not the time for me or for my colleagues to say what they think should go on.
It's more a time to kind of sit back and think about how to best lead in those sorts of circumstances.
Let's break it down into the two different situations. One is, and this is the most common thing that's going on, is that we have this just a really prickly decision that we need to make as a group. That can be, how are we going to allot resources? How are we going to change our schedule? How are we going to meet customer demands?
During those situations, we have a bit of time to figure out what basically the room thinks. And so we have a little bit of time to kind of get the perspectives of everyone and to understand what's going on from the colleagues on the right and the colleagues on the left and to understand what's going on from people outside the room.
And then getting all that information to gather this sort of shared perspective, this shared sense of reality of what's going on. Within that sense of reality, there are fears and worries. There's a lot of disagreements. But those are really authentically ways that we're looking at the situation.
And so first doing that and then going from there to choose the options and then the way forward that we're going to choose to proceed. What tends to happen for leaders in situations like that is we have a meeting and someone says something and maybe another person says something with a lot of kind of force.
A decision is made and then we move forward and then people feel just like, what was I doing there? They didn't hear me. I think we're going in the wrong direction. And so what's going on? I think that's a very common thing that we all experience.
Yeah, it's interesting. So as an executive coach, so I coach leaders in our organization, outside our organization, those bullies, those people who stand up are oftentimes individuals that I'm coaching. And what they're wanting to do is, geez, I wish I could just, I wish I was not speaking up all the time.
I can hear myself and I wish I could quiet down, but I have a sense that I need to speak my mind to make things go because that's what a leader does. And so we go through the coaching process of how to like, okay, so what would it be like if you spoke less? What would it be like if you allowed others to say things? On the other hand, there's individuals that I coach who are quiet during meetings.
Showing 1–20 of 112 · page 1 of 6
Next →