Category Archives: Sports

Further rumination on success

The Wall Street Journal’s lead editorial on June 23 featured an article by Kay S. Hymowitz entitled, “Is there Anything Grit Can’t Do?” The article is about the work of Angela Lee Duckworth.  In my article about career advancement, I talked about hard work, paying a price and the perseverance necessary for career success.  Here we have another excellent example of a researcher that has dedicated their career to the study of a specific topic.  If you do not believe a researcher in academia can become the undisputed authority on a subject, check out Dr. Duckworth’s CV.  For those of you interested in further study of this topic, the list of grants, articles and presentations in Dr. Duckworth’s CV reads like the literature review in a dissertation.   In the case of Dr. Duckworth, her expertise flies in the face of a lot of conventional ‘wisdom’ and political correctness.

The ideology of indoctrination of children in too many failed government schools and universities for that matter vacillates between victim-hood and entitlement insuring the continuing institutionalization of mediocrity and poverty.  In my opinion, public education has deteriorated markedly over the past thirty years.  The US Department of Education was founded in 1979.  In federal fiscal 1980, the department’s  budget was $14 billion.  By FFY 2015, the bureaucracy’s budget had ballooned to $73.8 billion.  Studies have shown an inverse relationship between spending per student and outcomes yet the common proposed solution to every problem is more money.  I do not know anyone that thinks that public education is any better for this spectacular increase in investment.  I have heard Eric Von Hessler and others advocate for the elimination of the Department of Education in its entirety as a means of balancing the federal budget.  I think a lot of people would agree that education is better-managed locally and not from a central federal government bureaucracy.   Too few young people are being taught that the thing that has the greatest potential to make a positive difference in their life is drive or ‘grit’ as described by Dr. Duckworth and not the narrative of the NEA.  There are probably not very many people who have done a more thorough job than Dr. Duckworth understanding how to help children and adults succeed.

If you search Dr. Duckworth on YouTube, you will find a long list of videos.  These presentations are as inspiring as they are compelling.  A lot of Dr. Duckworth’s inspiration and early discovery came from teaching elementary school math.  She became fascinated almost to the point of obsession to understand why some of the smartest students as measured by IQ exhibited lackluster performance while others who did not have the gift of rote intelligence excelled.  Those of us fortunate enough to have parents that were members of the greatest generation of Americans know what grit is.  The greatest generation got their grit honestly from the great depression, WWII and the work involved in building our country into the success it has been.  I will never forget my son’s late scoutmaster, A.H. Friel, a WWII veteran saying, “We were not worried about whether or not we would die in the war.  Our biggest concern was that it was going to be over before we could get into the fight.”   Mr. Friel’s service included a stint on the USS Indianapolis just before its fateful mission.  Contrast Mr. Friel with the current ‘run, hide and tell’ advice citizens are getting from western governments about responding to the threat of terrorism.  Many of us that grew up in these homes learned a ‘git ‘er done’, ‘suck it up’, no griping no whining demeanor.  When those of us that are products of the 60’s and 70’s got to college, we encountered a fiercely competitive environment that extended into our early careers.  Many of us have driven ourselves to the edge in relentless effort to succeed.  This phenomena inspired one of my favorite songs; Luckenbach.  Willie and Waylon lament that, “This successful life we’re livin’ got us feuding like the Hatfields and McCoys.”  They go on to sing, “We’ve been so busy keepin’ up with the Jones, got a four car garage and we’re still building on.  Maybe it’s time we got back to the basics of love.”  One of the most memorable days in my life was spent in Luckenbach, TX.  I highly recommend you put it on your bucket list.  The inspiration of the song and the ‘town’ led me to start my article on success by posing a question; what does success mean to you?

People that know me know I like motor racing.  Two of racing’s biggest stars are Dale Earnhardt senior of NASCAR and John Force of NHRA.  Both of these men rose from very difficult childhoods.  They grew up in poverty.  They are not well educated.  Yet they became titans in their respective sports and grew massive racing enterprises.  Why?  A lot of people would say grit or drive or in the case of Force, brute force.  They have a refuse to lose, ambitious, opportunistic demeanor that dominates their personality and their performance on and off the track.  This is in spite of vicious wrecks that in the cases of other drivers permanently altered their competitive drive.  An example is Earnhardt’s 1996 wreck in Talladega that was eerily similar to and actually more destructive than the 2001 wreck in Daytona that killed him.  Force has said, “I’ve been on fire from here to Australia” and “I saw Elvis about 1,000 feet down a drag strip one day.”  I have heard a number of professional athletes say that they were not born with their talent or gifted.  Many of them attribute their success to willingness to work much harder than the people around them and to take chances others would not take.  That and a vision of success.  I heard John Smoltz say that when he was nine years old, he was pitching in the World Series in his mind.  There was never a shred of doubt in his mind that he would pitch a decisive game in a World Series.  By the time he became a World Series pitcher according to his account, the reason he was so calm and focused was that he had played the game in his head over 1,000 times.  Napolean Hill said, “Whatever the mind can conceive and believe, it can achieve.”  Les Brown said, “To be successful, you must be willing to do the things today others won’t do in order to have the things tomorrow others won’t have.”

So to sum this up, if you are not happy with how things are with you, you might want to reconsider Pogo; “We have met the enemy and he is us.”  The demons standing between where you are and where you want to be might be mostly between your ears.  All of us can cite examples of people we know and work around that are examples of what I am talking about here.  As I said before, success is not always best measured by career accomplishment.  However you measure success, if you want to increase yours, one of the best strategies might be to resolve to turn up your grit.  My hope for that you have the courage to click some of the links in this article and that you are as blessed and inspired as I have been by what the people I have referenced are saying and doing.

Please feel free to contact me to discuss any questions or observations you might have about these blogs or interim executive services in general.  As the only practicing Interim Executive that has done a dissertation on Interim Executive Services in healthcare in the US, I might have an idea or two that might be valuable to you.  I can also help with career transitions or career planning.

The easiest way to keep abreast of this blog is to become a follower.  You will be notified of all updates as they occur.  To become a follower, just click the “Following” link that usually appears as a bubble near the bottom this web page.

There is a comment section at the bottom of each blog page.  Please provide input and feedback that will help me to improve the quality of this work.

This is original work.  This material is copyrighted by me with reproduction prohibited without prior permission.  I note and  provide links to supporting documentation for non-original material.

If you would like to discuss any of this content or ask questions, I may be reached at ras2@me.com. I look forward to engaging in productive discussion with anyone that is a practicing interim executive or a decision maker with experience engaging interim executives in healthcare.

 

 

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Where is Mark Richt?

A lot of people do not understand executive succession events.  It is common for a leader to be liked inside and outside the organization.  The performance of the leader is seen differently based upon the perspective of the viewer.  While many may see a leader as ‘nice’ and ‘trying hard’ others see him as ineffective.  In several of my articles, I make reference to the fact that as you progress in leadership, you are evaluated more on the results of what you do than the effort expended in leadership.  Some times, personal or organizational limitations inhibit the potential of a leader to be effective regardless of how hard he tries.  Ultimately, the people responsible for the leader conclude that in order for the organization to reach its perceived potential, a leadership change is necessary.  It is at this point that executive turnover begins and it is almost always followed by collateral turnover as lower level leaders are replaced in an effort to improve the ability of the organization to better meet its challenges or mission.

In Georgia, we have an excellent example of this phenomena.  When someone asks me what happened to someone or how the organization could do something so harsh to such a nice guy, I ask them, “Where is Mark Richt?”  In November of 2015, the University of Georgia announced that Mark Richt was leaving.  Many wonder why.  This gives me an opportunity to launch a Socratic dialog.  My questions usually go something like this:

Would anyone argue with the following premises?

That Mark Richt was not a nice guy?

That he compiled a record at Georgia and in the NCAA that places him among the icons of sport leadership?

That he did not understand the game of football?

That he did not want to win?

That he did not live an exemplary Christian life?

That he intervened in the lives of dozens if not hundreds of young people to set their lives on a better course?

And in spite of all of this, he is gone.  However painful the transition must have been for him, at least it was a homecoming of sorts as he has returned to his alma mater in Florida.

The reason for the transition is that the people responsible for Mark’s employment concluded that the program was not going to reach its expected potential under his leadership.  Those of us familiar with SEC football know that this means that nothing much matters in GA if you cannot beat Alabama and Florida consistently.

People are inclined to blame a lot of things for a situation like this.  Things like recruiting, the players, the coaches, facilities, funding, the play book, play calling and on and on.  Sometimes a coach like a business leader is handicapped by unexpected loss of talent due to behavioral issues like those pointed out in another of my articles, injuries, transfers or other losses.  The reason is irrelevant.  The leader of an organization or part of an organization is accountable for the results achieved or lack thereof and a responsibility that cannot be abdicated rests upon his shoulders.

Sometimes, leadership turnover induced in an organization makes things worse.  We will see as the season progresses if the Georgia team has achieved improvement.  As is the case in situations like this, it may take some time (several seasons) before the final analysis can be done.  As I have said before, if you are a leader, you have to lead; from the front.  You cannot wait for someone to tell you what to do.  In order to be effective, you must take initiative and frequently risk if you wish to keep yourself ‘off the radar.’  This is unless you have reached the limits of your capability and are falling victim to the Peter Principle.  If this is the case, you still have control of your destiny.  You must continue to invest in yourself though study, professional credentialing, post-graduate education or other means of continually re-inventing yourself and maintaining your relevance to a constantly changing and increasingly challenging environment.

The current healthcare environment is difficult to say the least.  As the industry transitions to value based payment, many of the rules and assumptions of the past are crumbling before our eyes.  Individuals and organizations that are capable of adapting and prospering in this rapidly changing environment will do well while many others will fall by the wayside.  Leadership is hard enough in a ‘stable’ environment if there is such a thing.  It is infinitely more difficult in an environment where the organization is striving to improve itself while it reacts to external environmental forces.

What is the outcome of your self assessment?  Are you up to the challenges?  Do you understand the nature of coming heightened demand to make your area better?  If so, are you up to the challenges and opportunities that are being presented?

One of my personal challenges is that I am ever cognizant of the difference between what I believe are my capabilities those of my team of leaders and what I believe the environment is demanding.  I will never be satisfied that we are accomplishing as much as our collective potential should deliver.  As a result, I spend a great deal of time in continuous study and research in an  effort to improve my ability to understand and properly respond to challenges, opportunities and risks that come my way every day.  I feel the burden of leaders reporting to me, the staff of the organization, the patients, the medical staff and the hope of the community that we will ‘get it right’ for them.  I find the exhilaration of this dynamic environment stimulating and I am up to the challenge.  My hope for you is that through these articles and your development of you own capability you will be inspired to emerge as one of the strongest leaders in your organization.

As the healthcare environment continues to become more challenging, organizations and their leadership teams are being shaken out.  This is what is causing a lot of the consolidation we are seeing in the healthcare industry.  Leaders, systems and processes that worked in the past are failing in this tougher environment.  Some of the problem is government induced problems that are difficult if not impossible for community hospitals to overcome.  An example is the cumulative effects of government healthcare policy on rural hospitals that are systematically being forced out of business.  In spite of these handicaps, some organizations do better in a given environment than others.  There is a dearth of leadership in healthcare just like there is in professional sports, business and other endeavors.  One of the causes of the inordinately high turnover in healthcare administration is a continuing effort on the part of hospital Boards and executive leadership to improve the caliber of talent and this effort is one of the reasons that good people are being turned out of organizations at an alarming rate.  One of the few benefits of this activity is that it is creating growing demand for Interim Executive Services.

Please feel free to contact me to discuss any questions or observations you might have about these blogs or interim executive services in general.  As the only practicing Interim Executive that has done a dissertation on Interim Executive Services in healthcare in the US, I might have an idea or two that might be valuable to you.  I can also help with career transitions or career planning.

The easiest way to keep abreast of this blog is to become a follower.  You will be notified of all updates as they occur.  To become a follower, just click the “Following” link that usually appears as a bubble near the bottom this web page.

This is original work.  This material is copyrighted by me with reproduction prohibited without prior permission.  I note and  provide links to supporting documentation for non-original material.

If you would like to discuss any of this content or ask questions, I may be reached at ras2@me.com. I look forward to engaging in productive discussion with anyone that is a practicing interim executive or a decision maker with experience engaging interim executives in healthcare.