In this episode, Scott Becker shares six key takeaways from his recent talk at the Young Health Leaders Summit.
Chapter 1: Who is Scott Becker and what is the focus of this episode?
This is Scott Becker with the Becker Private Equity and Business Podcast. Thank you for joining us. Today, we're going to go through six thoughts from a speech today. So here's the background. We're invited to give a talk to the Advancement League, the Young Health Leaders Summit. I had a wonderful moderator interviewer, Kayla Epps, Provided to be a bunch of questions.
Chapter 2: What is the first key thought about career focus?
And so I'm going to go through some of the notes in that talk. Hopefully some of these resonate with people that are listening to this. And a lot of this deals with career development, growth, building businesses, and a lot more. So the first concept is focus first on your core role. The concept being do your core job great and keep your eyes open. Connect dots and keep your eyes open.
Chapter 3: Why should you spend most of your energy excelling at your core job?
But start things with doing your job great. We like to say spend 89% of your energy on excelling at your core job. And this concept comes out of so many people looking all over the place all the time. And we see most people really excel when they do great at what they're doing. And when they see great opportunities, then they want to double and triple down on those.
Chapter 4: What characterizes great leaders according to Scott Becker?
But you sort of start with what is your core job and doing great at that and keeping your eyes open and connected eyes. Second concept is great leaders have high internal drive. So some of the best leaders I've watched over the years have high motors and they're great team builders. And they may not look like the traditional, what people thought of as a traditional leader.
Chapter 5: How does internal drive influence leadership success?
Like back in the day, people thought of as this tall white patrician people, and I'm not tall or patrician, as sort of those were the leaders. And often those people were no better or no worse than anybody else, but not particularly good. But there was a bias. They looked like leaders. So many people that I see that are hyper successful, you might not notice their drive or their motor immediately.
Chapter 6: Can leadership qualities be hidden initially?
But you might find over time, they're tremendous, tremendous leaders. People like Judy Faulkner of Epic, John Langell, Dr. Langell of Northeast Ohio Medical School, Dr. Chrisman. at Northwestern Medicine. There's just so many people.
It might not originally take as overflowing a room in such a leader, but of this tremendously high motor and are great team builders and could see the future and deal with things. Gene Woods is another example of this. So people that have great internal drive that you might not see when it hits you, you might not see it immediately, but it's there and it's very powerful.
Chapter 7: How does Scott Becker suggest handling challenges and setbacks?
Another question I was asked is, do you ever want to give up on an effort? Maybe, but I find that the key is to change and re-energize over the years. That all of us have peaks and valleys that you go up, you go down. I sort of view the world through three simple prisms. Not busy, depressing and boring. Busy, better than not busy.
And busy with purpose and intention brings one closer to self-actualizing. Over time... Once in a great while, something is going to hit you where you're just excited about it and you're compelled by it. And my advice to people is to lean into that when it happens. It doesn't always happen. But when it happens, lean into it and go with it.
There's also this concept of people that you work with that have peaks and valleys. You need to stick with your very best people through their ups and downs because you want people that are with you for the very long run. Fourth was a couple of thoughts on health care and coverage and access. We ultimately very much need full coverage. Coverage is very different than access.
Yes, we need to fix the supply problem. That's number one. And yes, technology, GP1s, preventive care are helpful. But we better, at the end of the day, fix the supply problem of doctors and nurses or we're going to be in huge trouble. I have found this huge perspective still in the situation where a hospital is run by a physician. I still think there's an innate problem.
Now, as it comes from practicing medicine, that allows you to see the entire care structure in a different way. I've also found hospital leaders largely work very, very hard. Insurance companies, we have our own thoughts on. Fifth, in terms of long-term success, if you want to have long-term success, I've had so many people burn out because they don't have the ability to set some boundaries.
If you want to excel for the very long term, you've got to be able to set some boundaries. You need to take care of your physical and mental health. It's also much better to build careers with teams and with teammates. The other thing that I find is one of the most predominant concepts of happiness is over the long run, you decided what you want to do versus somebody else.
And then I think about, are you in an environment where you could do great work and your team could do great work? Both those are important. You want to be in highly effective organizations. Finally, somebody asked me about assessing opportunities. And I always think it's very hard to whiteboard opportunities. It's much easier to see opportunities when you're deeply involved in something.
Then I think about opportunities. Can you win in it? Is it worth winning it? We often think of, and we have a webinar coming on this in a few weeks, customers, niches, and teams. But again, I find it's very hard to abstractly decide what's a great business or opportunity. It's more to be deeply involved in things and start to see them
And then to double down when they hit you, when you see them, that you double down. But we all talked about cultivating your passion. Periodically in life and your career, you're going to find things that really drive you and excite you. Don't ignore those. Go after those things that ignite your passion. Thank you for listening to this version of the Becker Private Equity Business Podcast.
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