As leaders, I think we have these areas of expertise where we do make decisions that are rapid based on our experience and our knowledge and all this sort of stuff.

But really the majority of our time as we become leaders is kind of shedding that expertise and then stepping back and helping groups, facilitating groups to come together around these really complex issues.

Whether that's during times of crisis or whether that's time where we have a little bit of more time to kind of look forward.

I'm honest journey with me each week when you join me, we are going to chase down our goals, overcome adversity and set you up for better tomorrow.

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Hi and welcome back. As you all know, COVID-19 in the pandemic and surviving that was a nightmare.

But professionals in any industry can look to healthcare professionals for leadership strategy and best practices for sure, particularly when facing critical challenges that call for decisive action.

That is why our guest today is Dr. Richard Winters. He's an emergency physician at the Mayo Clinic as director of leadership development for the Mayo Clinic Care Network.

Dr. Winters delivers programs that train leaders at all levels of healthcare organizations worldwide as an executive coach. Dr. Winters provides coaching for Mayo Clinic leaders. Dr. Winters graduated from the Mayo Clinic Alex School of Medicine in 1994 and returned to the Mayo Clinic in 2015.

Previously, Winters served as managing partner of a democratic position group, department chair of an emergency department, president of an 800 position medical staff and CEO founder of startup managed care among hospitals, patients and patient competitors and insurance providers.

He lives in Rochester, Minnesota and he is here with us today. Richard, thank you so much for being here.

Yeah, thank you for having me. I appreciate the introduction there.

So, all right, let's get right to it because so many of my listeners are either younger leaders or people in more senior leadership positions and we've all watched as what's happened, you know, during the pandemic with hospitals and the shortage of talent and the stress and unburn out.

What are some of the big picture takeaways that you can share with the audience that you gleam living and leading through this?

So, lots of things changing, changing really fast and not only in healthcare, but also where you're at in your industries, things are changing very fast.

And so, how do you react to that? And what I noticed was that there are some leaders who stepped up and were able to lead quite comfortably in those sorts of circumstances.

When we face these very difficult decisions, when things are evolving fast, we do need leaders who can step up and just decide what to do and move forward and then kind of take the input and discover what's going on and then make more decisions.

And so, it's a bit different than when we were now outside of COVID or evolving outside of COVID where you have some time to react.

It's a little bit more like an emergency physician where you're just kind of reacting in the moments and then moving on.

So, you see certain people thrive in those instances where they need to trust their gut, trust their intuition and and act quickly and others are thriving outside of it.

Totally. Our best leaders are able to adapt to both circumstances. And so, we have leaders who can stop really well in crisis.

And then when all of a sudden the crisis goes away, they're still trying to command and control and be the general and that doesn't work so well.

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