Dr. Richard Winters

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.

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.

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.

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.

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.

Yeah, thank you for having me. I appreciate the introduction there.

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.

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.

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.

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.

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.

It's a little bit more like an emergency physician where you're just kind of reacting in the moment and then moving on.

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.

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.