Coaching Services'; include_once($_SERVER['DOCUMENT_ROOT'] . '/_includes/header.php'); ?>

We hear many concerns during our nationwide coaching of healthcare professionals, now in its fourteenth year, about the healthcare reform debate. Whatever the outcome, one thing is certain: change is in the making. To keep up, physicians, nurses, allied health practice leaders, administrators, and their teams, must continue to deepen their knowledge and develop their skills as leaders and managers. Tips for advancing individual and team effectiveness, highlighted below, come from coaching and training sessions with our individual and institutional healthcare clients.


In whichever direction healthcare reform goes, it’s headed toward change. To be fully in the game, we healthcare leaders, managers, and management team members must be skilled change agents.

Skilled change agents recognize, organize, direct, and champion the implementation of needed change in their institutions. They get others to rally around what’s needed, communicate effectively to internal and external stakeholders, and become the change initiative’s demonstrably unwavering sponsor and champion.

Emotionally, change agents must be willing to take risks and live with ambiguity over an extended time, to find more comfort in what’s developing than in what’s accomplished, and to be resilient when it comes to inevitable setbacks.

It’s a tall order. A necessary one given the needs and costs involved in healthcare reform. Fortunately, there are many proven tools and strategies at the ready to develop and support change agents. To learn more, contact us now.

Emotions about healthcare reform are running high. Couple that with ongoing anxiety and stress in our institutions as to what’s next, and we find ourselves challenged to work with uncertainty.

Staff look to their leaders to provide reassuring certainty in uncertain times. Feeling anxiety and stress is a normal response to aspects of our work lives. Anxiety is not the problem. Our challenge is to help managers and staff deal with anxiety as it arises.

Leaders can take four actions to promote certainty: remind staff of the purpose of their work and of proposed changes (and outcomes to be realized) by change; describe a picture (the vision) of what the results of the change will look like; reiterate the plan to get there; and, express confidence in the part that each employee plays in contributing to the success of the plan. Providing this type of specific information reduces the emotionality that leads to uncertainty.

To learn about more tools and strategies for dealing with individual, team, and institutional anxiety, stress, and uncertainty, contact us now.

Lessons Learned & Best Practices

To meet today’s challenges and priorities, now is the time for healthcare administrators and practitioners to identify and leverage the best of their personal and institutional lessons learned and best practices.

Our own hard-earned lessons learned and best practices from fourteen years in the healthcare industry working with, among others—Kaiser Permanente, the Dental Health Foundation, the State of California Department of Health Services, NorthBay Healthcare Corporation, LA County Public Health Department, the American Red Cross, and the Robert Wood Johnson Foundation—highlight the need to increase the reach and impact of leadership, improve the effectiveness of leadership teams, and promote the skillful Collaboration of awkward situations and conflict.

The full list of our healthcare client organizations is found at Our Clients.

Details about our consulting services in the healthcare industry are found at About Us.