The rise of FOMO in the workplace has a direct effect on transparent communication.
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By Pamela J. Gallagher
In times of transition, the loss of autonomy can feel unsettling. However, there are some things that you can control that will help your entire team to come out stronger on the other side of the changes.
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By Pamela J. Gallagher
In our society, “living in a bubble” has long been frowned upon as an out-of-touch, undesirable way of living life. Yet four years ago, the entire world received a crash course in “bubble living” as we quarantined and socially distanced to protect our health and the health of others. It seems that today, though the threat of COVID has dramatically lessened, some are in many ways still stuck in this isolating way of living and thinking.
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Companies seem to still be determining what respective value remote versus in-person work offer to their organization. Where any given organization lands on this issue depends on a number of factors, and though strong opinions abound, it isn’t an easy question to navigate.
From my vantage point as a financial executive in the healthcare industry, I believe virtual financial services offer tremendous value to organizations—to a point.
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By Pamela J. Gallagher
The modern healthcare industry is dependent on data. The steady improvement of how data is collected and analyzed has allowed us to make great strides in providing quality care and improving the health of our patients. At the same time, the pandemic has highlighted how this dependence on data can lead to “analysis paralysis” that can harm communities' health and well-being.
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By Pamela J. Gallagher
After the tumultuous events of the past several years, I’ve noticed in my conversations with others that there no longer seems to be much middle ground on the issues of our day. Every issue and event seems to be polarizing and comes with a set of assumptions about the character and values of the people on the “other side.” By now, we have seen that this is an exhausting way to live.
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By Pamela J. Gallagher
I have been very fortunate with the bosses I’ve had over the years. On the whole, they have been people I respect and have been able to learn from. Who you work with—and for—can make or break a job. I have even seen colleagues whose entire careers have been upended by a terrible boss. Whether it’s a personality clash, a lack of management or leadership skills, or consistent issues with no improvement, how do you deal with a less-than-ideal boss, especially when you enjoy your work?
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By Pamela J. Gallagher
Once, I was headed to a meeting where my team was in charge of providing dessert. On the way, I passed a bakery with a large chocolate cake in the window that was on sale. When I arrived at the office, I asked one of my colleagues to go get a cake from this bakery and gave him the money he’d need to buy the discounted cake in the window. When he arrived back from the bakery, he set down the carrot cake he had bought and told me I owed him $10. I questioned him about the chocolate cake I had seen on sale in the window display. It was only then I realized that I hadn’t told him which specific cake I wanted, only that I wanted him to get a cake from this particular bakery.
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By Pamela J. Gallagher
During a recent conversation with a colleague who used to serve in the military, we discussed the instability of the past several years and how best to find a way forward. I shared that I saw the need for more collaboration as we try to effectively cope with all the changes we’ve experienced. He looked completely shocked by my suggestion! “Why on earth would you want to collaborate?” he asked.
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By Pamela J. Gallagher
When you are hired into a position after someone has left the organization, my advice is this: Don’t speak ill of the departed! You may not find things in good order, or the way you would like to have left them. However, don’t take the low-hanging fruit of blaming your predecessor for every issue that arises, and don’t accept finger-pointing from your new team either. In my decades of experience, there is always more to a situation than meets the eye.
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By Pamela J. Gallagher
In my decades of leadership in healthcare, I have learned the hard way that not every person with a “C” in their title or who has been appointed to a board of directors understands what it means to lead. These deficient “leaders” are always looking for a magical solution to their organization’s issues, without considering that their insufficient leadership might be their common source.
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By Pamela J. Gallagher
Everywhere I see headlines about “The Great Resignation.” Many are pontificating about why people are leaving jobs or about unemployed individuals’ motivations for choosing to delay looking for a new position. However, I am particularly concerned with the employees who are left behind to pick up the slack as open positions remain unfilled.
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By Pamela J. Gallagher
It’s been 18 months since COVID-19 changed everything, and I am exhausted. We have endured tremendous loss as a society: loss of life, finances, jobs, routines, community…and the list goes on. Coping with uncertainty has become “normal.”
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By Pamela J. Gallagher
For organizations and their leaders, the past year has been one of upheaval, intense challenges, and new opportunities. The word resilience has been on the tip of every leader’s tongue and the subject of many articles. The leadership of organizations that have been able to rapidly and repeatedly adapt or pivot as the world changed demonstrated that resiliency is the key to success.
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By Pamela J. Gallagher
The need for strong leadership in the healthcare industry has come into stark relief during the pandemic. Good leaders shined, while organizations whose executives were only equipped to deal with the status quo struggled. COVID-19 has tested the abilities and skills of healthcare leaders. The ones who embraced uncertainty, had built strong teams, and lived by their personal and organizational values before the pandemic have led most effectively during this past year.
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By Pamela J. Gallagher
Hiring an interim executive has long been thought of as a band-aid solution on the heels of an unexpected resignation or a way to give a potential new leader a trial run before committing. But with more businesses taking on flexible staffing approaches combined with the ups and downs of the economy over the past 15 years, companies have realized the financial and strategic benefits of engaging an interim executive rather than seeking to make an immediate permanent hire.
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By Pamela J. Gallagher
When an executive leaves unexpectedly or a major personnel changes occur in your organization, the void is felt at all levels of the organization. Rather than rushing to return to a feeling of equilibrium, I believe one of the best ways to make the right permanent hire and position your organization for long-term success and stability is to first hire an interim manager.
Interim managers do more than just “hold down the fort” until a permanent hire can be made. Interims bring their expertise, perspectives, adaptability, leadership and motivation skills, and entrepreneurial mindset to the challenges your organization is facing. An interim executive comes in with an analytical mind and unbiased view to help your organization achieve sustainable results in a short amount of time, allowing you the time to iron out persistent organizational issues and assess your organization’s needs so you are better positioned to make hiring decisions with purpose and wisdom.
Gain fresh perspectives and re-focus on your mission.
Getting the objective outsider view that an interim can provide is important for the long-term health of your organization, especially if your organization tends to promote from within. Often, when a management position becomes vacant unexpectedly, organizations will rush to promote a promising lower-level manager, even if he or she still hasn’t fully developed the skills to be successful in the vacant position. Hiring an interim manager into this position for a short time before you hire internally allows your organization to work out process issues, for example, while bringing the potential internal hire up to speed. The interim can bridge that gap, setting up the internal hire and your organization for success.
Times of transition provide the opportunity to consider who you are as an organization and whether processes currently in place promote the organization’s mission and values. A lack of crisis doesn’t mean everything is running smoothly. When growth slows, mission creep sinks in, goals go unreached, or when urgent issues distract your organization’s leadership from mission-centered issues, an experienced interim’s perspective could be just the breath of fresh air your organization needs to refocus on its unique identity.
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