Dr. Richard Winters

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.

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.

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.

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.

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.

But after careful consideration, I've come to the conclusion you're all incorrect.

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.

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.

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.

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.

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.

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.

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.

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.