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.
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Appearances
If your friend comes to you and says, hey, I'm having difficulty with this relationship, we know what to do. If a friend comes up to us and says, hey, I have this issue going on at work, we know what to do. It's because we are kind of primed to be able to reflexively just say, this is what I think. And as we become leaders, there are things that we're expert at that got us to that point.
And so for me as an emergency physician, I go in, I see patients, take a brief history, and then I write orders, like not suggestions, I write orders, right? And so then as I become a leader, is that how you lead effectively? No. Right. So like run a meeting and then say, OK, this is what I think. And then write orders. I've heard what you all have to say.
But after careful consideration, I've come to the conclusion you're all incorrect.
No. And so 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.
So for me, as I was a teenager and then I grew up and then went to medical school, I had no idea how to take care of patients and then go to medical school. And then all of a sudden I start to learn about parts of the body and disease processes and things that we can do to help people get better.
Then I become an emergency medicine resident and now I know how to take care of patients when they come in the door. like with lots of different things, that's all process and knowledge coming together. And so as leaders, we have a lot of knowledge. I think a lot of us coming together as organizations is having the processes that help us to come together and look around kind of blind spots.
And it's helpful for us to develop this sort of common language about that. And so like, let me refer back to the, you know, as I was talking about the Kenevan framework, it's helpful for us to know that there are certain situations where best practice work. Where these are the things that we've always done and they always work in the situation. Like I know how to sit in a chair, bottom first.
We would all agree upon that. We all know how, so when a patient comes in with a trauma into the emergency department and there are set things that we do, there are best practices that we do, we all agree upon them. Okay, so now put that aside. So those are the things we all agree upon. Those are easy. Then there are decisions where it actually requires expertise.
And so if I have a patient who's having a heart attack, I'm going to call a cardiologist. I'm not going to call an orthopedic surgeon. They have different expertise. And so there are these situations that we face in our kind of organizational lives where you want to ask marketing what's going on. You want to ask engineering what's going on. And those are the complicated sorts of things.
And so it's helpful for us to be sitting in meetings and saying, yeah, I think this is best practice. Okay, yeah, I think this is complicated. Let's ask the experts. It's also helpful for us to know during those times when we're all disagreeing and when the emotions are running high that we're in a space where actually we need to stop our expertise. We need to stop leveraging our past practices.
And we need to start coming together as groups to make decisions. Just that alone can be helpful. Because what often happens is we're sitting in meetings and you have an individual who thinks, well, this is best practice. I don't know why we're even talking about this. Someone else is like, well, I'm the expert. I've been through this. Do you know I did this before?
Why don't you just listen to me? And then someone else is thinking, you know, I think this is a lot bigger than what we're thinking and we need to. So we're very confused, and we don't even come together as a group about what sort of process we should be using to be making the decision. And so that's an example for a leader. Just if the leader knows that process, they can be aware of it.
And then if everyone in the group knows the process, now we have this kind of common language. I think what's going on right now is this is a complex issue, and maybe we need to step back. The loud voices maybe need to be less loud. The softer voices maybe need to be raised, and we need to come together around all these disagreements.
Yeah, I mean, there's such a tension there because there's what's always been working for us. And yeah, times change and stuff, but you know what? Our tradition is this. Our culture is based on this. And these are the things that have always worked. And if you start to tweak that, it makes some individuals very uncomfortable. It feels like it's actually a separation of the organization.
Like, this is now different. But on the other hand, like best practices by definition, past practice, there are things that we have done in the past that we no longer do because they no longer work. And so how do we remain aware and make sure that we're kind of aligned with our tradition and the culture and those sorts of things?
But on the other hand, making sure that these best practices that we have right now, they actually still fit. And so I think as a group, it's sort of a group decision whether this is fitting. And then also the data starts to show us that, you know what, this is not working, which is why we're here talking about this. It's not working. And so let's start to figure out how to move forward.
Yeah, true. Yeah. So an ineffective leader is going to be someone who always says, OK, let's get the group together. Let's all come together because there are times you need to make decisions. And I think there's a few few things there to think about. One is the leader is there to protect the mission, the values of the organization.
And so if there is a sense that we're running off kilter here from a perspective of what our values of the organization and what our mission is and those the leader just needs to say, stop, this is what we're going to do moving forward. That's that's kind of an easy thing. I think the other thing is that there are those times during crisis where we don't have times.
And let's go back to COVID where COVID is, we're hearing about it. You know, it's going on over there. I don't think it's going to be a big deal. And then all of a sudden it starts to impact our lives. And all of a sudden it is a very big deal. And it's hurting a lot of individuals. We don't have times there for leaders to like bring everyone together and like figure out what to do.
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