Friday, September 16, 2016

Letting Go


I must admit, I was surprised and pleased at the attention given to my recent blog post, The High Price of Dying. It was - by far - my most viewed and popular entry to date. It made me realize that the topic of accepting death and letting go of those we love is on the minds of many of my friends, colleagues and readers.

It also got me to thinking, “why can’t we let go” or “why can’t we let go more easily?”  This question led me back to my office bookshelf, and to the pages of Atul Gawande’s Being Mortal: Medicine and What Matters in the End.

In what I found to be an incredibly insightful book, Gawande examines the ways in which the medical establishment in the United States, when caring for the elderly and terminally patients, expends the greatest amount of energy trying to keep patients alive and “safe.” He posits how the focus can begin to shift to make the time left as meaningful and fulfilling as possible.

This book really resonated with me and I agree with Gawande. We tend, both as humans and as medical professionals, to disassociate thinking of those last weeks, days and months as part of the patient’s entire life. We focus on simply getting through those moments instead of honoring the spirit and ways in which they have lived their life up until that point. We need to recalibrate our professional and personal lens in order to provide the most meaningful assistance possible in the final days of life.

As Gawande explains, “A few conclusions become clear when we understand this: that our most cruel failure in how we treat the sick and the aged is the failure to recognize that they have priorities beyond merely being safe and living longer; that the chance to shape one’s story is essential to sustaining meaning in life; that we have the opportunity to refashion our institutions, our culture, and our conversations in ways that transform the possibilities for the last chapters of everyone’s lives.”

But what does this mean, practically? Not only do patients need to have their legal and medical ducks in a row, but patients, physician and families need to have hard end-of-life conversations before it is too late. I have even heard of some doctors making this conversation a component of a patient’s annual exam. In addition, we need to reexamine not only what end-of-life care looks like but how and the environment in which it is provided.

I have reflected lately about the totality of my own father’s life and how the choice we made for him in those last days served to honor the way he lived. I think every patient deserves that.

Wednesday, September 7, 2016

Burn Those Ships



I often get asked for advice and tips on leading a successful organization. And while the key focus of this blog is to serve as a platform to discuss what is going on in the health care industry, I wanted to also use it as a way to dispense some of my thoughts on organizational leadership and management. And so, in the weeks ahead I will be interspersing posts on health care industry topics with posts like the one below. I hope you enjoy, and I look forward to your feedback.

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I am a history buff and one of my favorite stories is that of explorer Hernán Cortés who, upon arriving in the new world, ordered his six hundred men to burn the ships in which they traveled. The point he wanted to make to his men: there was no turning back.

I tell this story to my team and the people I mentor to stress that charting new territory in both life and business is scary and challenging. However, when you commit to moving forward, you need to do so fully and completely, with decisive action. And when you lead, you need be certain that you have removed any escape hatch for you and your team to retreat to when things get tough. You have to burn those ships.

This story is especially meaningful to me because burning the ships is also about leading by being personally accountable. By this I mean, taking responsibility for every step on the path to achieving the task at hand, as well as embracing and accepting the outcomes –whatever they may be. In doing this, you will develop an unparalleled trust with and among your team—
they will know you mean what you say, that you have their backs and that you can be trusted. Your team will follow you anywhere. And with no ships left in the harbor, your only choice is to move forward.

So, I encourage you to think about the story of burning the ships in terms of your own work life and your approach to leadership. Ask yourself: what am I willing to be personally accountable for in my business? How can I be more accountable and what ships do I need to burn to lead my team more effectively and propel my business forward?