Leadership Insights from my Hospital Bed

After spending many years in a leadership role within business and specifically Human Resources it is such a role reversal to become a hospital patient and totally dependent on the skills, leadership and caring of medical staff. In industry I was a leader based on my function and because I made and recommended decisions and provided leadership and direction to staff. In hospital I was a dependent client trusting the competence of those I relied on to handle my medical problems.  In my vulnerable position I had to trust professional staff to set me in the right direction and instruct me in what has to be done to cure, to the extent possible, my medical condition.

The comparison between dependent staff and management in an industrial setting is not in all respects the same, but being confined in a hospital for a few weeks, considering relationship similarities and contrasts was an interesting diversion.

One aspect which relates to developing employee engagement, is considering the degree to which understanding the business is likely to motivate employees. In industry the following are a few observations:

• Employees appreciate being updated on company progress, plans etc., but are not always very interested, particularly when the information is remote from their own understanding and direct function.   Employees may appreciate the social function associated with company updates (e.g. general meeting and reception with senior management) more than the information received
• Employees respond more positively when management feedback is from management directly involved in their function and seen as able to influence progress of an individual. Conversely, if feedback is negative (dissatisfaction with the work team) it is unlikely to motivate improved performance in most cases

As a hospital patient, what motivated my confidence and engagement with medical and hospital staff? In a survey I recently completed about my hospital stay, one key question seemed to be whether Doctors and Nurses spoke about patients in front of them as though they were not present. This suggests that although equally unacceptable in industry, it is probably more common in hospital where there is a greater knowledge and role distinction between patients and medical staff. I do not consider myself particularly well informed on medical matters and in general was interested in information directly related to my condition rather than too technical, theoretical or generic. For example:

• “Performance” improvement, for example how well responding to medication and test results of significance
• Treatment plans and options. This was particularly interesting when addressed by the senior medical team (on their daily rounds) when there may be questions or comments from various people present

From a patient perspective I was also very interested in observing the professional relationship between senior medical staff and nursing and support staff. From my bed, there was not too much else to watch and I was consistently impressed by the professional and respectful relationship that seemed to exist between all staff and seemed to extend also to patients.

My comments relate specifically to the two occasions in 2015 I have been a patient at Sunnybrook Health Sciences Centre, Toronto, Canada. I was impressed in every way by the promptness and excellence of treatment received and the courtesy and respect extended in every way including their very liberal visitor policy.

Thank you very much for your interest. Do you believe that the Health Sector operates consistent with industry and following similar principles? I look forward to any thoughts and comments you may have.

Ian