6. Conclusion to Launch Module

Leadership is often hailed as the single biggest competitive advantage a healthcare practice can possess, and for good reason. Great leadership sets the tone across the entire practice, influencing its culture, values, and priorities. In a healthcare practice, strong leadership fosters a sense of purpose and direction, ensuring that every team member is aligned with the practice’s purpose to deliver a world-class client and team member experience. Leaders who prioritize innovation and continuous improvement inspire creativity and adaptability among their teams, enabling the practice to stay ahead of evolving healthcare trends and patient needs. Great leaders understand the axion Adapt or Die.

Insightful leadership plays a crucial role in building and nurturing a high-performing team. A skilled leader understands the strengths of each team member and leverages this knowledge to optimize performance and grow the practice. By providing clear direction, offering guidance and support, and cultivating a culture of accountability and trust, leaders empower their teams to achieve excellence in client care and operational efficiency. In a competitive healthcare landscape, where client engagement and performance outcomes are paramount, a cohesive and motivated team can make all the difference in driving success.

Engaged leadership enhances the practice’s ability to attract and retain top talent. Talented healthcare professionals are drawn to practices where they feel valued, supported, and inspired to grow. A strong leader creates an environment where team members are encouraged to develop their skills, pursue opportunities for advancement, and contribute their unique talents to the practice’s success. By investing in their team’s professional development and well-being, leaders not only strengthen the practice’s internal capabilities but also position it as an employer of choice in the healthcare market.

Leadership excellence extends beyond the confines of the practice’s walls and influences its relationships with B2B referral sources and referral sources like GPs or Specialists. Whether collaborating with other healthcare providers, engaging with clients and their families, or navigating regulatory/College requirements, effective leadership ensures that the practice maintains a reputation for integrity, reliability, and ethical conduct. By fostering trust and credibility, leaders enhance the practice’s brand equity and competitive positioning, paving the way for sustained growth and success in a dynamic healthcare landscape.

We will say this final point one last time.  At ELEVATE, we believe leadership stands as the cornerstone of a healthcare practice’s competitive advantage, shaping its culture, team dynamics, talent pipeline, and external relationships. Strong leadership not only drives organizational performance and innovation but also enhances the practice’s reputation and market positioning. As healthcare continues to evolve, practices that prioritize leadership development and cultivate a culture of excellence are better equipped to thrive in an increasingly competitive environment.

Practice Owners-always more skilled at their professional craft v. leadership acumen and understanding self.

Practice owners often excel in their craft or field of expertise, possessing a unique passion, creativity, and dedication that drives their success. However, when it comes to leadership or understanding self many owners struggle. One reason for this disparity is that leadership skills are distinct competencies that require different sets of knowledge and expertise. While owners may possess a deep understanding of their clinical services, they may lack leadership strength insights, knowledge, and skill development.

At ELEVATE, we understand the best way to compete and grow your practice is to be a great storyteller.  Imperative to this, is an understanding of two things: clients don’t buy what you do, they buy why you do it, and a client can never love your brand until your team members love it first.  When considering how to start your story, be mindful that we are not in the business of healthcare; in fact, we are in the people business delivering healthcare.  Also, at the end of each day, if you strip away your technical skills and business acumen, you are left with relationships.  Said another way; in the end, we are people, people caring for people in communities where we have a privilege to serve. 

As a practice owner, you must understand what it feels like to be in service of something bigger than yourself. To give freely with no expectation of receiving anything in return.  To serve as an amazing leadership gift that embraces humility, empathy, humanity, self-awareness, and interpersonal relationships.

Shared purpose, shared impact, and shared values all deserve a great story.  Stories that are rooted in your competitive advantage and your brand’s ability to drive a world-class client experience. As an owner, when you talk with your clients host a town hall with your team members, or have 1:1 with a practitioner, you always lead with purpose and impact.  You never bring the need to grow revenue or profit into any conversation unless you are with your business advisory team.

At ELEVATE, we will always be generous with our knowledge.

The development of this leadership learning module for healthcare practice owners represents a significant milestone in ELEVATE’s journey to empower practices to achieve their full potential. Through comprehensive research, strategic planning, and collaboration with industry experts, we have crafted a resource that addresses the unique challenges and opportunities facing healthcare practice owners today. By equipping practice owners with the knowledge, skills, and tools they need to succeed in business, we are not only driving individual practice growth but also contributing to the overall advancement of the private healthcare industry in Canada. As ELEVATE moves forward, we remain committed to supporting practice owners on their path to success and fostering a culture of continuous learning and improvement within the healthcare community. Together, we can ELEVATE the brand agency of owners in the conversion from practice valuation to personal wealth.



5. Case Studies: Real World Examples

Case Study: Transforming Leadership and Driving Performance across a Private Healthcare network of clinics.

Background: The healthcare practice with a disengaged leader and incompetent COO, struggled with lack of direction, ineffective decision-making, and stagnant EBITDA growth. No strategic plan in place. No financial forecasts are in place. Competitive advantage was deemed discounting price on the lowest value service stream. The practice network lacked a cohesive vision and struggled to foster a culture of trust, accountability, execution, cohesion, innovation, and fun.  The owner terminated the COO.  A new COO stepped in.

Leadership Transition: The new COO ushered in a transformational approach to leadership. Emphasizing high emotional intelligence (EQ) and a “team-first” mentality. The new leader prioritized building trust, fostering collaboration, and empowering employees to take ownership of their roles. Recognizing the importance of strategic planning, the new leader developed a functional strategic plan that outlined clear objectives, identified growth opportunities, and established a roadmap for success for Finance, Human Resources, Marketing, and Operations. Additionally, financial forecasts were created to provide visibility into the organization’s financial health and guide decision-making.  Data is the new bacon.

Cultural Transformation: Central to the leadership transition was the cultivation of a culture of accountability, execution, trust, and fun within the Enterprise. Through transparent communication, weekly operations planning, and a focus on continuous improvement, Team members were encouraged to take ownership of their work, innovate, and strive for excellence. The leadership team led by example, fostering open dialogue, celebrating successes, and embracing a “work hard, play hard” ethos. This culture shift empowered employees to collaborate effectively, adapt to change, and deliver exceptional results.

Performance wins: As a result of the leadership transformation and cultural shift, the healthcare practice experienced significant performance gains. With a renewed focus on strategic planning and financial forecasting, the network was able to identify and capitalize on growth opportunities, leading to a 5% increase in EBITDA. The emphasis on accountability and execution propelled the team to achieve operational efficiencies, drive revenue growth, and improve overall profitability. Moreover, the positive work environment and emphasis on team member well-being contributed to higher engagement, higher quality of work, and higher trust.

Conclusion: The case study exemplifies the transformative power of effective leadership in driving enterprise performance and fostering a culture of success. By prioritizing high emotional intelligence, strategic planning, and a people-centric approach, the healthcare practice was able to overcome previous challenges and achieve long-term, sustainable growth. The success of the leadership transition underscores the importance of visionary leadership, clear strategic direction, and a supportive organizational culture in driving long-term success in Canada’s private healthcare industry.

Closing Leadership Nugget:

I continue to believe the greatest leadership character is that of COURAGE.  My favorite Courage passage comes from a BMW excerpt:

Courage and why we need it more than ever.

Courage is independent and disruptive.

It questions, shatters, and awakens.

We need bold creative voices, all of us.

We need fresh thinkers with optimism.

We believe in the front runners, the avant-garde,

Those who fight stagnation and backwardness.

Courage knows only moving forward,

Driving the pioneers of our culture to inspire tomorrow,

To create a sublime kind of now

And reach a superior level of excellence.

This is where a new kind of value is born.

Citations & Acknowledgments:

  1. Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. Penguin Publishing Group.
  2. Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
  3. Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011). Crucial Conversations: Tools for Talking When Stakes Are High. McGraw-Hill Education.
  4. Heath, C., & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. Crown Business.
  5. Scott, K. (2017). Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. St. Martin’s Press.
  6. Coyle, D. (2018). The Culture Code: The Secrets of Highly Successful Groups. Random House.
  7. The Art of Owning the Moment-BWM
  8. Gallup and Clifton Strength Finder- www.my.gallup.com

I would like to express my sincere gratitude to my colleagues and mentors at CBI Health who have provided invaluable guidance and support throughout my development as a Healthcare executive, especially in the areas of Operational Excellence and Leadership. Special thanks to the late Christopher Szybbo (CEO), David Maxwell (COO), and Avi Barkin (CFO) for their expertise, beliefs, and insights that spanned the best 15 years of my career.

Additionally, I extend my appreciation to all the healthcare practice owners who have trusted ELEVATE’s insights and expertise to achieve shared goals. 

Lastly, to the healthcare practice owners that ELEVATE will engage with in the future…I am excited to share what gets me up every morning.  I continue to be amazed at ELEVATE’s ongoing impact on eradicating entrepreneurial healthcare poverty across Canada.  Our competitive advantage of being able to 2x the profit of healthcare practices is a powerful statement. Empowering practice owners to win on Brand Agency is an impactful ‘why’.  We collaboratively achieve this by converting practice valuation into greater personal wealth. 



4. Fusion of Right Brain Leadership Themes with Left Brain Functional Leadership Skill Development.

In the realm of leadership, the fusion of right-brain creativity with left-brain functionality is where true innovation and effectiveness thrive. As we explore the essence of leadership character, two pillars stand tall: COURAGE and INTEGRITY. Drawing from foundational books and ELEVATE’s Leadership Skill Development Program, let’s delve into how these traits intertwine with essential leadership principles.

Leadership Character: COURAGE
Courageous leadership isn’t just about bold decisions or fearless actions; it’s about the audacity to embrace vulnerability and authenticity. Brene Brown’s “Dare to Lead” challenges conventional notions of leadership by highlighting the courage required to navigate uncertainty, confront discomfort, and lead with empathy. It’s about stepping into the arena with a wholehearted commitment to facing challenges head-on, knowing that vulnerability is the birthplace of innovation and connection.

But courage alone is not enough. It must be complemented by a deep sense of integrity—a commitment to doing what is right, even when it’s difficult or unpopular.

Leadership Character: INTEGRITY
Simon Sinek’s “Start with Why” lays the foundation for leadership integrity by emphasizing the importance of aligning actions with values. True integrity stems from clarity of purpose and a steadfast dedication to staying true to one’s principles, even in the face of adversity. It’s about leading with authenticity, transparency, and ethical fortitude, ensuring that every decision reflects a commitment to the greater good.

Now, let’s bridge these right-brain leadership themes with the functional leadership skill development outlined in ELEVATE’s program.

Functional Leadership Skill Development:

  • Understand Self: Before one can lead others, one must first understand themselves. The Clifton Leadership Strength Finder provides invaluable insights into personal strengths, allowing leaders to leverage their unique abilities to inspire and influence.
  • Defining Your Leadership: ELEVATE’s program encourages leaders to define their purpose, impact, and values, aligning their actions with a clear vision that resonates with both themselves and their teams.
  • EQ-building Trust: Emotional intelligence (EQ) lies at the heart of effective leadership. By fostering trust, empathy, and understanding, leaders can create environments where individuals feel valued, supported, and empowered to succeed.
  • High-impact Communication for Engagement: Communication is the lifeblood of leadership. Through clear, empathetic, and inspiring communication, leaders can engage and motivate their teams to achieve shared goals.
  • Leading Change: Change is inevitable, and courageous leaders embrace it as an opportunity for growth and innovation. By leading change with integrity and authenticity, leaders can inspire confidence and resilience in their teams.
  • Coaching and Feedback: Effective leaders understand the importance of continuous growth and development. By providing constructive feedback and fostering a culture of learning, leaders empower individuals to reach their full potential.
  • Building High-Performing Teams: Finally, by cultivating a culture of collaboration, trust, and accountability, leaders can create high-performing teams that are capable of achieving extraordinary results.

In summary, the fusion of right-brain leadership themes with functional skill development creates a powerful synergy—one that empowers leaders to navigate complexity with courage, integrity, and purpose. Through a holistic approach to leadership development, ELEVATE equips leaders with the tools, insights, and mindset needed to thrive in today’s dynamic and ever-evolving business landscape.

3. Left Brain Themes: ELEVATE’s Leadership Skill Development Program

ELEVATE’s leadership skill development program is a structured initiative designed to enhance the leadership capabilities of practice owners or aspiring owners. This program is tailored to meet the specific leadership needs of a practice owner, as well as developmental goals for enhancing leadership capacity.  ELEVATE’s leadership skill development program includes a combination of assessments, and practical exercises aimed at improving the common leadership challenges that were highlighted at the beginning of this module.

  1. Poor Understanding of Self as a Leader = Understand Self
  2. Neglecting Client Experience = Defining Your Leadership-purpose, impact, and values
  3. Lack of Leadership Presence in the Practice = EQ-building Trust
  4. Poor Communication = High Impact Communication for Engagement
  5. Resistance to Change = Leading Change
  6. Ignoring Team Member Development = Coaching and Feedback
  7. Inadequate Talent Management = Building High-Performing Teams

Before we unpack the seven most common leadership challenges, it is important to understand the three dimensions of leadership and the importance of influence.

The three dimensions of leadership – positional, expert, and character – represent different facets of leadership effectiveness and influence within a healthcare practice.

  1. Positional Leadership (smallest circle of influence): Positional leadership refers to the authority and power conferred upon an individual by virtue of their formal position or title within an organization. This form of leadership is based on hierarchical structures, where individuals hold positions of authority such as managers, directors, or executives. Positional leaders derive their influence from their organizational role rather than personal qualities or expertise. While positional leadership provides a framework for decision-making and direction-setting, its effectiveness may be limited if not accompanied by other dimensions of leadership, such as expertise and character. This type of influence is always on loan and one day you will lose it.
  2. Expert Leadership (Practical-medium circle of influence): Expert leadership centers around the knowledge, skills, and experience possessed by an individual in a specific domain or field. Expert leaders command respect and influence based on their deep expertise and credibility within their area of specialization. They are recognized as subject matter experts and are often sought after for guidance, advice, and problem-solving. Expert leadership transcends formal titles or positions and can be demonstrated at any level of an organization. In today’s dynamic and complex business environment, expertise is highly valued as organizations seek leaders who can navigate uncertainty and drive innovation.
  3. Character Leadership (Inspirational-largest circle of influence): Character leadership emphasizes the importance of integrity, values, and ethical behavior in leadership. Leaders who exhibit strong character traits such as honesty, humility, empathy, and accountability inspire trust and confidence among their followers. Character-based leadership is rooted in authenticity and a commitment to doing what is right, even in challenging circumstances. Leaders who prioritize character demonstrate consistency between their words and actions, foster a culture of integrity, and serve as role models for ethical behavior. Character leadership is foundational to building meaningful relationships, fostering collaboration, and creating a positive organizational culture.

The three dimensions of leadership – positional, expert, and character – represent distinct but interconnected aspects of effective leadership. While positional authority provides a framework for decision-making, expertise lends credibility and problem-solving capability, and character establishes trust and integrity. Effective leaders leverage all three dimensions to inspire and influence others, driving organizational success and fostering a culture of excellence.

*Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.

“Leadership is not about a title or a designation. It’s about impact, influence, and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.” – Robin S. Sharma

Understand Self

Clifton’s Leadership Strengths Finder can empower practice owners to cultivate a strengths-based culture within their organization. By recognizing and celebrating the diverse strengths of their team members, practice owners can create an environment where practitioners feel valued and empowered to contribute their best work. This focus on strengths can enhance team morale, engagement, and productivity, ultimately driving better outcomes for the practice.

Clifton’s Leadership Strengths Finder is a valuable tool for practice owners struggling with various growth challenges, including communication, conflict management, motivation, awareness of blind spots, and leading change. By identifying and leveraging their unique strengths, practice owners can address these challenges more effectively and lead their teams to success.

One of the key benefits of Clifton’s Leadership Strengths Finder is its ability to help practice owners understand their communication styles and preferences. By identifying their strengths in communication, such as being an effective listener or a compelling storyteller, practice owners can tailor their communication strategies to better connect with their team members and clients. Leader self-awareness can lead to more impactful and authentic communication, fostering trust and collaboration within the practice.

Clifton’s Strengths Finder can shed light on the motivators and drivers that influence a practice owner’s behavior and decision-making. By identifying their core strengths and motivators, practice owners can align their leadership approach with their values and aspirations, leading to greater fulfillment and engagement in their role. This deeper understanding of what drives them can also help practice owners recognize and address any blind spots or areas for growth, enhancing their effectiveness as leaders.

Leading change is another area where Clifton’s Leadership Strengths Finder can provide valuable insights for practice owners. Change initiatives often require strong leadership and the ability to navigate resistance and uncertainty. By leveraging their strengths in areas such as strategic thinking, adaptability, or influencing, practice owners can effectively guide their teams through periods of transition and transformation. 

Clifton’s Leadership Strength Finder offers valuable insights for practice owners grappling with conflict management challenges. By identifying and leveraging their unique leadership strengths, owners can better navigate and resolve conflicts within their practice. For instance, if a practice owner discovers that they possess strengths in areas such as empathy or communication, they can use these talents to foster understanding and dialogue among team members during times of conflict. Understanding one’s innate leadership strengths can also help practice owners recognize when to seek assistance or delegate conflict resolution tasks to team members who possess complementary strengths.

Reflective questions on self

  1. In what situations have you found your top leadership strengths to be most effective in driving positive outcomes in your practice?
  2. Can you identify any instances where your strengths have helped you navigate challenging conflicts or disagreements within the practice?
  3. Are there any areas where you feel your leadership strengths could be further developed or leveraged to enhance team performance? Do you have a coaching plan for this?
  4. How do you plan to capitalize on your strengths to foster a growth and accountability culture within your practice?
  5. Have you considered how your strengths can be integrated into your leadership approach to better support both the professional and personal development of your team members?
  6. Are there any specific challenges or opportunities within your practice where you believe your strengths could be particularly beneficial?
  7. What steps will you take to ensure that your leadership strengths continue to contribute positively to the overall success and growth of the practice?

Defining your Leadership Purpose, Values, and Impact:

Reflective questions:

  1. As a practice owner, how aligned are my daily actions and decisions with the core values and purpose of my healthcare practice?
  2. In what ways do I see our practice positively impacting the lives of our clients, team members, and communities where we have the privilege to serve? Collectively, how can we amplify our impact?
  3. What specific actions can I take to ensure that our practice’s values are consistently communicated and upheld across all team members?
  4. How do I measure the success of our practice’s impact on the community, and what metrics can I use to track our progress over time?
  5. What steps can I take to further clarify and refine the purpose and values of my practice to ensure they remain relevant and inspiring to both our team and our patients?

Creating purpose and impact statements for your private healthcare practice is a critical step in defining your practice’s vision and communicating its values to both team members and clients and to external referral sources like Compensation Boards, Insurance companies, Employers, and Physicians. The purpose statement should articulate the fundamental reason for your practice’s existence, while the impact statement should describe the positive change or outcomes your practice aims to achieve.

To begin crafting your purpose and impact statement, start by reflecting on the core values and beliefs that drive your practice’s mission. Consider what inspired you to establish the practice and the overarching goals you hope to accomplish through your work. This reflection process will help you distill your practice’s purpose into a concise and compelling statement that resonates with your team and patients.

Next, articulate the intended impact of your practice on the individuals and communities it serves. Think about the specific outcomes or changes you aspire to create, whether it’s improving patients’ health and well-being, enhancing access to quality healthcare services, or addressing unmet needs within your community. Your impact statement should convey the positive difference your practice aims to make in the lives of its stakeholders and the broader society.

When writing your purpose and impact statement, strive for clarity, authenticity, and alignment with your practice’s values and objectives. Use straightforward language that captures the essence of your mission and inspires confidence and trust in your practice’s commitment to its purpose and impact. Additionally, involve key stakeholders, such as your team members and patients, in the process to ensure their perspectives and input are reflected in the final statement.

Finally, regularly revisit and refine your purpose and impact statement as your practice evolves and grows. As you achieve milestones and encounter new challenges, your understanding of your practice’s purpose and impact may evolve, requiring updates to reflect your ongoing commitment to making a meaningful difference in the lives of those you serve. By continually reinforcing and aligning your actions with your purpose and impact statement, you can cultivate a strong sense of purpose and drive positive change within your practice and beyond.


EQ–a Blueprint to Building Trust in Leadership

What is EQ?
Emotional intelligence (EQ) refers to the ability to recognize, understand, and manage one’s own emotions, as well as the emotions of others. It involves being aware of and effectively regulating emotions to navigate social interactions, empathize with others, and make sound decisions. EQ consists of crucial elements such as self-awareness, self-regulation, social awareness, and relationship management. These components play a vital role in interactions with your clients and when leading others, making them essential skills for effective communication and successful management of your team.

Self-awareness involves recognizing and understanding your emotions, moods, and motivations (drive), as well as their impact on those around you. This includes emotional awareness, honest self-assessment, and self-confidence.

Self-regulation (self-management) refers to the ability to control or redirect disruptive impulses and moods. The propensity to suspend judgment, to think before acting. For example, self-control, trustworthiness, conscientiousness, adaptability, and innovation.

  • Personal competence = self-awareness + Self-regulation
  • Recognition – Who I am = self-awareness + social awareness

Social awareness involves being attuned to the emotions and needs of others, empathizing with their perspectives, and understanding social dynamics. 

Relationship management encompasses the ability to build and maintain healthy relationships, communicate effectively, resolve conflicts, and inspire and influence others positively.

  • Social competence = social awareness + relationship management
  • Regulation – What I do = self-regulation + relationship management


Individuals with high EQ typically demonstrate strong interpersonal skills, empathy, and compassion, communicate effectively, and navigate social situations with ease. They are better equipped to manage stress, adapt to change, and collaborate with others in both personal and professional settings. EQ is now widely acknowledged and recognized as a critical factor in personal and professional success as it contributes to better decision-making, leadership effectiveness, and overall well-being. When individuals can empathize with others, they demonstrate genuine concern for their colleagues’ feelings and perspectives. This empathy fosters deeper connections and mutual respect, laying the foundation for trust. Individuals with high EQ excel in communication and conflict resolution, effectively addressing issues and concerns with sensitivity and understanding. By navigating interpersonal interactions with empathy and finesse, they build rapport and credibility, essential components of trust.

Emotional intelligence and trust are intricately connected as those with high emotional intelligence tend to build and maintain trust more effectively. An individual with a high EQ is adept at understanding their own emotions and those of others. This enables them to empathize, communicate effectively, and develop strong relationships based on mutual respect and understanding. By demonstrating empathy, self-awareness, and social awareness, individuals with high emotional intelligence create a sense of safety and reliability in their interactions, fostering trust among their peers and colleagues. Trust is built and thrives on transparency, honesty, and emotional connection, all of which are facilitated by the skills and attributes associated with emotional intelligence. Ultimately, emotional intelligence serves as a foundation for cultivating trust in relationships, both personally and professionally, leading to enhanced collaboration, loyalty, and success.

Trust is a foundational leadership skill. It requires time and effort to build and seconds to erode. It is important to consider the different ways in which trust in a relationship is established. When it comes to the mindset around trust in relationships, individuals may approach it in different ways. Some people have a default stance of “I will trust you until I don’t,” meaning they start with a position of trust and only withdraw it if their trust is broken. On the other hand, some have a mindset of “I won’t trust you until,” where trust must be earned over time through consistent actions and behaviors. Understanding these different approaches to trust can help leaders tailor their communication and actions to build trust effectively with individuals who may have varying trust mindsets. By being aware of these differences, leaders can adapt their leadership style to foster trust and collaboration within their teams.

Developing and nurturing trust in relationships requires specific behaviors that individuals both expect from others and strive to exhibit themselves. The anatomy of trust revolves around four key behaviors that are essential for building and maintaining trust within relationships. These behaviors include reliability, congruence, acceptance, and openness. Each of these behaviors plays a crucial role in establishing a strong foundation of trust and fostering positive connections with others. By embodying these behaviors, individuals can create a climate of trust, respect, and authenticity in their interactions, ultimately strengthening relationships and promoting a sense of security and mutual understanding. 

Being reliable may mean keeping promises, following through on your actions and words, or having an open-door policy so people can approach you when in need. Congruence refers to being consistent in how they show up each day guided by their values. You know what to expect of that person and they do what they say they will do. Acceptance is being open with your communication, suspending judgment, being curious, and accepting the person for who they are and not attaching them to their performance. And lastly, openness, which is being clear, transparent, authentic, and honest in your expectations and interactions. 

When it comes to building trust, it’s crucial to recognize that only about 10% of our behaviors—such as tone, body language, and words—are visible to others, while the remaining 90%—including our intentions, values, habits, past experiences, education, worries, fears, beliefs, and more—remain hidden. As a leader, understanding this dynamic is essential not only when presenting ourselves to others but also when interpreting the behaviors of those around us. It underscores the importance of intentional communication and transparency in leadership. Leaders should make a conscious effort to share more of their intentions and inner thoughts to bridge the gap between what is visible and what is not, fostering deeper connections, understanding, and trust within their teams and organizations. By being open and vulnerable about their motivations and values, leaders can cultivate a culture of authenticity and mutual respect that strengthens relationships and builds trust among team members.

The Iceberg Model

  • How can you help others see what is driving your behavior?
  • What can you do to help better understand what is driving other people’s behavior?

Emotional Intelligence contributes to trust-building by promoting authenticity and integrity. Leaders and team members with high EQ are genuine in their interactions, aligning their words with their actions and consistently demonstrating integrity. This authenticity builds credibility and reliability, reassuring others that they can rely on them. When individuals consistently uphold their values and principles, they establish a reputation for trustworthiness, fostering trust within the team and beyond. In summary, EQ enhances trust by fostering self-awareness, improving interpersonal relationships, and promoting authenticity and integrity in interactions.

Exercise to complete

  1. Who in your practice do you want to build trust with?
  2. What do you know is important to this person when it comes to trust?
  3. How can I find out more about how this person experiences trust?
  4. With that knowledge, what can I adapt to get them to trust me more?
  5. Which behavior is required from others for you to build trust in your relationship with that individual?

High Impact Communication for Engagement
High-impact communication is essential for fostering engagement and building strong connections within a healthcare practice. This type of communication goes beyond simply conveying information; it involves actively engaging with team members in a way that resonates with them emotionally and intellectually. Effective leaders understand the importance of clear, transparent communication that inspires trust and cultivates a sense of belonging among team members. This communication can be formal or informal with your team members and done in groups or one-to-one. By actively listening to their concerns, providing timely feedback, and openly sharing information about the practice’s goals, challenges, and successes, leaders can create an environment where everyone feels valued and motivated to contribute their best.

Furthermore, high-impact communication involves tailoring messages to resonate with different individuals and adapting communication styles to suit various situations. Leaders who excel in this area possess strong interpersonal skills, empathy, and cultural competence, allowing them to connect authentically with team members from diverse backgrounds. They recognize the power of storytelling, visualization, and nonverbal cues in conveying messages effectively and inspiring action. By prioritizing open, honest communication and fostering a culture of collaboration and inclusivity, healthcare practice leaders can drive engagement, boost morale, and ultimately enhance the overall performance and success of their team.

The delivery and the vocabulary used in communication with the team by a practice owner hold immense importance, ensuring it is aligned with the practice’s purpose and values rather than solely focusing on financial metrics and outcomes. When messages are delivered in a manner that resonates with the purpose, values, and impact of the practice, team members are more likely to feel inspired, motivated, and aligned with the overall goals of providing exceptional client experiences and improving clinical outcomes. By emphasizing the importance of patient care, empathy, and quality service in every communication, the practice owner cultivates a culture of compassion and excellence within the team. This approach not only enhances the client experience by fostering trust and loyalty but also leads to a highly engaged team driven by a shared commitment to delivering high-quality care.

Effective communication cadence and structure to the communication are both crucial for a healthcare practice owner in maintaining a well-functioning and successful team. Consistent communication helps to keep all team members informed, engaged, and aligned with the practice’s goals and objectives. Establishing a structured communication plan ensures that important information is shared in a timely manner, reducing the likelihood of misunderstandings or errors. Regular team meetings, updates, and check-ins provide opportunities for open dialogue, feedback, and collaboration, fostering a positive and productive work environment. By maintaining a clear communication cadence and structure, a healthcare practice owner can enhance team cohesion, boost morale, and ultimately improve patient care outcomes.

Having a communication cadence plan means clearly outlining what communication occurs on daily, weekly, monthly, quarterly, and annual time intervals. These meetings should be a forum to deliver items such as updates, talk about change management, provide feedback, receive feedback and suggestions, coach, engage your team, and celebrate the great work done and personal achievements. A communication cadence plan also includes outlining the purpose of each interaction, who is involved in these interactions, and structure to align accountability for execution and follow-up on items from the meetings. When building your communication plan, it is strongly recommended to integrate your functional strategic plan (Launch Finance), your operations plan (Launch operations), practice and practitioner scorecards, and your HR plan for team engagement (Launch HR). This integration will support you, as a practice owner, in structuring formal communication effectively and maximizing its impact.

Communication MethodFrequencyPurpose
1:1 MeetingsWeekly/BiweeklyProvide individualized feedback, address specific concerns or issues, and set personal goals
Team HuddlesWeeklyShare updates, discuss current priorities and challenges, foster teamwork and collaboration
Team MeetingsMonthlyReview performance metrics, set goals for the upcoming month, address tactical initiatives

Leading Change

Change in healthcare and operating a healthcare practice is unavoidable. Healthcare practices must continuously adapt, change, and evolve to keep pace with advancements in service delivery best practices, technology, client needs, and regulatory requirements. Embracing change is essential for healthcare practices to deliver high-quality care, enhance client outcomes, improve operational efficiency, and stay competitive in a rapidly evolving healthcare landscape. Failure to change can lead to a variety of risks and negative consequences. Healthcare practices that resist change may fall behind in adopting new treatments, technologies, or best practices, resulting in suboptimal client care. Additionally, stagnant practices may struggle to attract and retain top talent, face financial challenges, experience inefficiencies in operations, and ultimately jeopardize their reputation and viability in the long term. By embracing change and proactively evolving, healthcare practices can position themselves for success and better meet the evolving needs of clients and the broader healthcare ecosystem.

Change in your healthcare practice can manifest in various forms, ranging from small adjustments to large-scale transformations. These changes have the potential to yield either minor or significant impacts on the overall functioning of the practice, as well as on the quality of client care delivered. Regardless of the size or potential impact of the change, it is crucial that healthcare practice owners approach the management of change thoughtfully and strategically. Small changes, such as implementing a change to your electronic reporting system (EMR) for scheduling appointments, can streamline processes and enhance efficiency. On the other hand, large-scale changes, like changing operating hours, can have far-reaching implications for both your team and clients. By carefully planning, communicating, and involving all stakeholders in the change process, you can navigate transitions effectively and mitigate potential disruptions, ensuring that the changes implemented align with the overarching goals of improving client outcomes and enhancing operational effectiveness.

In this module, we will use the change in operational hours as an example as we step through a model for change management. Leading change in a healthcare practice, particularly when considering altering operational hours to include weekends and evenings, requires a thoughtful and strategic approach. 

First, as a practice owner, you will need to consider key factors that may influence the success of the change. These factors may include considering:

  • Developing an optimal mindset – Natural human behaviors are to perceive threats with change, while some will thrive in changing environments. 
  • Trust – Trust in the team must be established. Trust is strongly correlated with your leadership and team cohesion. Teams who report high trust have an average capacity for change that is 2.6 times greater than those with low trust. The extent to which teams share a sense of belonging and connection along with commitment to, and accountability for a common goal has a capacity for change 1.8 times greater than the capacity of those with low team cohesion. 
  • Acknowledge where the team is at – Has there been a lot of change recently internally or externally? Change fatigue can impact your team members’ uptake and overall success of the implemented change. 

Next, it is essential to consider the fundamentals of change management. Taking all necessary steps is crucial to ensure the success of the change in both the short term and long term.

  1. You as the leader must effectively communicate and cast the vision. This means making your team aware of the change in advance and connecting the change to your practice’s purpose. Clearly defining the benefits of the change and the risks for not changing. In our scenario, the leader clearly can link the change of operational hours to the client experience and growth of the team which are shared goals of the team. If the hours don’t change, there is a risk of losing clients and ongoing reduced access to care. Your team should be able to feel the difference between pre and post-change. All communication should connect back to your practice’s purpose, impact, and values such as creating greater accessibility to care and convenience for patients, and potentially improved work-life balance for staff members with adjusted schedules. Prepare in advance for some team members to have concerns about the change. You may need to assess the desire for change. This means having your team members rate on a scale of 1-5 the desire to change. If the score is less than three then a 1-1 coaching conversation is required to see what solutions you can agree upon together to get them to a four or five. 
  2. Sharing the knowledge of your plan, including the how, is crucial. This forms your change roadmap, which holds equal importance for both small and large changes. It is essential to provide clarity on each team member’s role in realizing the change. Communicate when the clinic’s hours are changing, how clients and referral sources will be notified, and assign responsibilities accordingly. Ensure that the necessary resources are provided, establish timelines for the change, and outline the new schedule, along with identifying which team members’ working schedules will be impacted. Additionally, inform your team on how success will be measured, which could include evaluating client experience, waitlist management, and gross margin to gauge the effectiveness of the change implementation.
  3. Effective communication of the plan is essential. Providing detailed information is key to ensuring understanding and buy-in. Repetition of communication is necessary to reinforce the message. Increase both written and verbal communication to encourage team engagement and sharing of information. Consider holding weekly meetings leading up to the change, distributing marketing resources and social media updates, and visually representing schedule changes. Communication should be bi-directional, fostering an environment where team members feel comfortable asking questions and offering feedback. As a leader, it is crucial to actively seek out ways to elicit feedback from your team to ensure that all concerns and insights are brought to light.
  4. Providing consistent and ongoing support through and after the change is crucial for success. Sustainable change is a marathon and not a sprint, especially when it comes to long-term change. This will allow you as the leader to identify and address obstacles quickly and refine the change as new ideas and processes come to light. 
  5. Lastly, maintaining the momentum for the long term necessitates providing continuous motivation for your team. This enables you to swiftly implement adjustments that affect their roles, such as making further changes to schedules and hours, as well as adding new practitioners to the team. It is important to have milestones established to celebrate collective achievements. Share outcome metrics to showcase progress, such as the increased number of clients being served with the new hours. Continuously assessing the mindset and commitment of your team is crucial for the sustainability of change. Understanding their perspectives on an ongoing basis helps ensure their engagement and willingness to adapt to evolving circumstances.

Remember, change is a journey, no matter the size of the change. Overlaying an individual’s behaviors, emotions, leadership, and other changes (internal and external) makes change management complex. Your attention to planning and your knowledge of change management is crucial for your practice’s success. 

Reflective questions:

  1. During your last change scenario, how effectively did you communicate the need for change to your team, and what could you have done differently to ensure better understanding and buy-in?
  2. What resistance or challenges did you encounter during the change process, and how did you address them? Were there any missed opportunities to involve team members or clients in the decision-making process?
  3. What strategies did you employ to maintain momentum and engagement among team members throughout the change process, and how successful were these strategies?
  4. What lessons did you learn from leading your change initiative, and how can you apply these lessons to future change efforts within your practice?

Coaching and Feedback

Feedback and coaching play a significant role in the success of a leader and their team within a healthcare practice. Providing constructive feedback and effective coaching not only fosters a culture of continuous improvement and professional development among team members but also directly contributes to the quality of client care and overall outcomes. As an owner of a healthcare practice, the ability to deliver feedback with empathy and provide targeted coaching tailored to individual needs can make a profound difference in team performance, job satisfaction, and ultimately, the delivery of exceptional healthcare services.

Here are some key fundamentals to consider whether present prior to providing feedback and coaching to effectively achieve outcomes.

  • Trust forms the foundation of any successful feedback and coaching relationship, as it establishes a sense of security and reliability between the parties involved. 
  • Open communication ensures feedback is delivered clearly and received without misunderstandings. It allows for a transparent exchange of ideas and perspectives, fostering a collaborative environment. 
  • The ability to seek understanding is essential for effective feedback and coaching. Leaders should strive to comprehend the viewpoints and experiences of their team members to provide tailored guidance that resonates with their unique needs.
  • Empathy plays a key role in feedback and coaching by demonstrating care and consideration for the emotions and well-being of the individual receiving feedback. It helps create a supportive and nurturing environment conducive to personal and professional growth.

By prioritizing trust, open communication, the ability to seek understanding, and empathy in feedback and coaching interactions, leaders can cultivate strong relationships, facilitate meaningful development, and drive positive outcomes within their teams.

There is a difference between delivering feedback and coaching. It is important to understand the difference between the two and when one is required over the other. Feedback is helping a team member understand what prevents them from reaching the goals they set, and when reinforcing appropriate behavior. Coaching is about advocating optimal performance and assisting the employee to see how to course correct to perform better and reach their goals. Coaching is asking questions and allowing the coachee to find solutions, while feedback is direct. It is possible to have a scenario that starts with clear feedback and transitions to a coaching session. 

Considering the will and skill matrix below will also assist in determining when to have a coaching session or when more direct feedback is required. When skill is high a practice owner can provide more coaching which requires more independence from the team members in solution finding and implementing actions to achieve results. You may even delegate certain leadership tasks when will and skill are both high. When will and skill are both low it is important to provide continuous feedback, supervision, and direction for the team member. As will improves and skill remains low, more mentorship may be required along with ongoing feedback.

Providing feedback can be a challenging process for all parties involved, even for some leaders when the feedback is positive. It is crucial to invest time in planning your approach to ensure that it is both meaningful and impactful. While feedback can be given at the moment, understanding your team members’ preferences for receiving feedback is vital. Additionally, delivering feedback in a timely manner is crucial, as waiting too long can diminish its effectiveness for both the leader and the team members. One common feedback model involves four key steps. These steps will help plan the delivery of clear and transparent feedback.

To begin, explain the context of the feedback by offering a clear example of the performance, work, or behavior in question. Following this, state your observations, including the impact that the performance or behavior has on others. This is also an opportune moment to invite their perspective, allowing them to share their insights and potentially reveal factors that may have influenced the situation. By sharing perspectives, both the leader and the team member can ensure they are aligned. 

Lastly, clearly articulate your expectations. Be specific about what needs to start, stop, or continue in terms of their performance, skills, or behaviors. Providing clear guidance on the desired outcomes can help the team members understand the steps they need to take to address the feedback effectively.

Coaching is an indispensable skill for leadership in healthcare practice, as it plays a vital role in developing others, fostering autonomy, promoting problem-solving abilities, and enabling leaders to envision individuals beyond their current performance. By offering coaching support, leaders can guide and mentor their team members toward professional growth and skill development, ultimately contributing to a more competent and empowered workforce. Encouraging autonomy through coaching empowers individuals to take ownership of their work and decision-making, leading to increased job satisfaction and a sense of accountability. Furthermore, coaching encourages problem-solving skills, enabling team members to tackle challenges effectively and develop innovative solutions in a dynamic healthcare environment. By focusing on individuals’ future potential rather than just their current performance, leaders can inspire and motivate their team members to strive for excellence, unlock their capabilities, and achieve their professional goals within the healthcare practice.

The GROW model is a widely recognized framework utilized to structure and enhance coaching sessions. Standing for Goal, Reality, Options, and Wrap-up/Will This model provides a clear structure for guiding individuals toward achieving their objectives and addressing challenges. Initially, the coach works with the coachee to establish specific and achievable goals (Goal), ensuring a clear direction for the coaching session. Next, the current situation and circumstances are explored (Reality), allowing both parties to gain a comprehensive understanding of the present context and challenges. Subsequently, various potential strategies and solutions are brainstormed (Options) to identify the most suitable course of action. Finally, the coachee commits to specific steps and actions (Wrap-up/Will) to progress towards their goals, fostering accountability and driving tangible outcomes. The GROW model’s systematic approach helps coaches facilitate meaningful conversations, encourage self-reflection, and empower individuals to unlock their potential and achieve desired results in a structured and effective manner.

Reflective Questions

  1. Who on your team has high will and high skill? What can you delegate to them for growth?
  2. How effectively are you building trust with your team members to create a safe and open environment for providing feedback and coaching in your healthcare practice?
  3. In what ways are you tailoring your communication style to align with each team member’s preferences for receiving feedback and coaching?
  4. How are you incorporating active listening and empathy into your feedback and coaching interactions to understand the perspectives and experiences of your team members?
  5. What strategies are you employing to balance constructive criticism with recognition of strengths when providing feedback and coaching to encourage continuous learning and growth among your team members?

Building High-Performing Teams:

Amy Edmondson’s model for high-performing teams, as outlined in “The Fearless Organization,” emphasizes the importance of psychological safety and the establishment of a clear team charter to foster effective teamwork. In the first place, psychological safety is paramount for team members to feel comfortable taking risks, sharing ideas, and expressing concerns without fear of reprisal. This creates an environment where team members are more likely to engage in open and honest communication, collaborate effectively, and contribute their best efforts to achieve team goals.

Moreover, a clear team charter serves as a guiding framework that defines the team’s purpose, goals, roles, and norms of behavior. By collaboratively establishing a team charter, team members gain clarity on their individual responsibilities, expectations, and shared objectives. This alignment fosters a sense of ownership and accountability among team members, ensuring that everyone is working towards a common vision and understanding how their contributions contribute to the team’s success.

Additionally, Edmondson’s model emphasizes the importance of fostering a learning culture within the team. This involves encouraging curiosity, experimentation, and continuous improvement, even in the face of challenges or setbacks. Team members are empowered to voice their ideas, question assumptions, and seek feedback from each other, fostering a culture of psychological safety where learning and innovation thrive. As a result, the team becomes more adaptive and resilient, capable of navigating change and uncertainty with confidence and agility.

Finally, Edmondson’s model underscores the role of leadership in creating and sustaining a psychologically safe environment and facilitating the development of a clear team charter. Leaders play a critical role in modeling inclusive behaviors, soliciting input from all team members, and addressing any barriers to psychological safety that may arise. By actively supporting the team in clarifying its purpose, goals, and norms, leaders empower team members to collaborate effectively, resolve conflicts constructively, and achieve high levels of performance and satisfaction.


2. Right Brain Themes: Foundational Books that Cover Essential Leadership Principles

1. Now, Discover Your Strengths-Gallup Paired with Understanding Self Better

Gallup’s book “Now, Discover Your Strengths” offers a powerful framework for understanding and leveraging individual strengths to drive personal and professional success. For a practice owner seeking to improve their leadership effectiveness, this book provides valuable insights into identifying and harnessing their unique talents and capabilities. By gaining a deeper understanding of their own strengths, a practice owner can better leverage their natural abilities to lead their team, make strategic decisions, and drive practice growth.

One of the key premises of “Now, Discover Your Strengths” is that individuals excel when they focus on developing their innate talents rather than trying to improve their weaknesses. For a practice owner, this means shifting their mindset from a deficit-based approach to one that emphasizes maximizing their strengths. By identifying their top strengths using Gallup’s StrengthsFinder assessment, a practice owner can gain clarity on where they naturally excel and how they can leverage these strengths to overcome challenges and achieve their goals more effectively.

Moreover, “Now, Discover Your Strengths” underscores the importance of building a strengths-based culture within the practice. As a leader, a practice owner can set the tone for the practice by recognizing and valuing the unique strengths of each team member. By encouraging a strengths-based approach to work and collaboration, a practice owner can create an environment where team members feel empowered to contribute their best and where collective strengths are harnessed to drive practice success. Ultimately, embracing and leveraging individual strengths can lead to higher levels of engagement, productivity, and satisfaction among team members, ultimately benefiting the practice.

2. Start with Why-Simon Sinek paired with Neglecting Client Experience

Simon Sinek’s book “Start with Why” emphasizes the importance of understanding the fundamental purpose behind a leader’s actions and decisions. According to Sinek, successful leaders and practices are those who can clearly articulate their “why” – their core beliefs and values that drive everything they do. For a practice owner lacking a sense of purpose, impact, or value, this lack of clarity can permeate throughout the practice, resulting in a disjointed and unsatisfactory client experience.

When a practice owner fails to establish a compelling “why,” it becomes challenging to inspire and motivate both team members and clients. Without a clear sense of purpose, team members may lack direction and commitment, leading to inconsistency in service delivery and communication. Clients are quick to perceive when a practice lacks authenticity and a genuine commitment to their well-being, which can erode trust and loyalty over time.

By embracing the principles outlined in “Start with Why,” practice owners can uncover their underlying motivations and values, aligning their actions with a higher purpose. This clarity not only fosters a more cohesive and engaged team but also resonates with clients who seek authenticity and meaning in their healthcare experiences. Ultimately, by starting with “why,” practice owners can cultivate a culture of purpose-driven excellence, enhancing both team member and client experience outcomes.

3. Dare to Lead-Brene Brown paired with Lack of Leadership Presence in the Practice

Brene Brown’s book “Dare to Lead,”  emphasizes the significance of vulnerability and courage in great leadership. She advocates for leaders to cultivate a culture where team members feel safe to express themselves authentically. Brown asserts true leadership requires vulnerability—the willingness to embrace uncertainty, take risks, and confront discomfort. By fostering an environment of openness and trust, leaders can encourage innovation and creativity within their teams. This principle resonates strongly with healthcare practice owners, who must navigate complex and ever-changing landscapes while ensuring the well-being of their clients and team members.

Practice owners must embody the principles outlined in “Dare to Lead” by being present in their practices both physically and emotionally. Brown highlights the importance of leaders showing up with their whole selves, being fully engaged, and being attentive to the needs of their teams. For practice owners, this means actively listening to their staff, empathizing with their concerns, and leading by example. By demonstrating vulnerability and authenticity, practice owners can foster a culture of trust and collaboration, which is essential for providing high-quality client care.

“Dare to Lead” underscores the significance of daring leadership—the courage to step into discomfort and lead with integrity and empathy. Practice owners must be willing to confront difficult conversations, make tough decisions, and champion their team’s growth and development. By embracing vulnerability and courage, practice owners can create a practice environment where every team member feels valued, supported, and empowered to thrive. This holistic approach to leadership aligns with the ethos of healthcare practices, where compassionate care and genuine connection are paramount.

4. Crucial Conversations-Kerry Patterson paired with Poor Communication

Kerry Patterson’s book “Crucial Conversations” explores the art of effective communication, particularly in high-stakes situations where emotions can run high. For a practice owner who struggles with poor communication skills, this book offers invaluable insights into navigating difficult conversations with clarity and confidence. The themes outlined in the book emphasize the importance of fostering open dialogue, actively listening to others, and addressing concerns directly to resolve conflicts constructively.

In the context of a healthcare practice owner who is a poor communicator, “Crucial Conversations” provides tactics for overcoming communication barriers that may hinder productivity, culture, and teamwork. By learning how to engage in meaningful discussions that encourage collaboration and problem-solving, the owner can foster a culture of transparency and trust within the practice. The book offers practical tools for managing disagreements and addressing sensitive topics respectfully, thereby reducing misunderstandings and promoting positive relationships among team members.

“Crucial Conversations” empowers practice owners to become more effective communicators by equipping them with the skills needed to navigate challenging situations with confidence and composure. By applying the principles outlined in the book, owners can cultivate an environment where open communication thrives, leading to improved teamwork, enhanced client experience, and overall practice growth.

5. Switch-How to Change Things-Chip Heath paired with Resistance to Change.

Chip Heath’s book “Switch: How to Change Things When Change Is Hard” offers valuable insights into understanding and navigating the complexities of change. For a practice owner who is resistant to change, this book provides a roadmap for overcoming inertia and embracing new ways of thinking and operating within the practice. By dissecting the psychology behind why change is difficult and offering practical strategies for effecting change, “Switch” equips practice owners with the tools needed to lead successful transformations.

One of the key concepts in “Switch” is the idea of appealing to both the rational and emotional sides of individuals to drive change. For a practice owner who may be hesitant to adopt new processes or approaches, understanding how to engage both the logical and emotional aspects of their team members can be transformative. By framing change in a way that resonates with team members’ emotions and values, while also providing clear, rational explanations for why change is necessary, practice owners can effectively motivate their team members to embrace new initiatives and ways of working.

“Switch” emphasizes the importance of creating an environment that supports change by removing barriers and cultivating a sense of ownership and empowerment among team members. Practice owners who are resistant to change can benefit from learning how to create a culture of innovation and experimentation within their practice, where ideas are encouraged, failure is seen as an opportunity for learning, and progress is celebrated. By applying the principles outlined in “Switch,” practice owners can overcome their resistance to change and lead their teams toward a brighter and more successful future.


6. Radical Candor-Kim Scott paired with Ignoring Team Member Development

Kim Scott’s book “Radical Candor” offers a compelling framework for practicing honest and direct communication while simultaneously caring for the well-being of team members. For a practice owner who neglects team member development, adopting the principles of radical candor can be transformative. By embracing candid conversations about performance and growth opportunities, the owner can provide valuable feedback that enables team members to reach their full potential.

One of the key concepts in “Radical Candor” is the idea of caring personally while challenging directly. This approach encourages practice owners to build strong relationships with their team members based on trust and empathy, while also holding them accountable for their performance and professional development. By demonstrating genuine concern for the growth and success of each team member, the owner can create a culture of support and continuous improvement within the practice.

“Radical Candor” emphasizes the importance of regular feedback and coaching to drive team members and practice growth. By actively engaging in conversations about development goals, performance expectations, and areas for improvement, the practice owner can empower team members to take ownership of their career paths and make meaningful contributions to the practice. Ultimately, embracing radical candor can lead to a more motivated, engaged, and high-performing team, resulting in a world-class client experience and practice of sustainability.

7. The Culture Code-Daniel Coyle paired with Inadequate Talent Management

Daniel Coyle’s book “The Culture Code” offers valuable insights into the dynamics of high-performing teams and the elements that contribute to a strong practice culture. For a practice owner struggling with talent management issues, this book serves as a practical guide for building a cohesive and collaborative team environment. Coyle explores the importance of creating a culture of psychological safety, where team members feel empowered to share ideas, take risks, and contribute to the practice’s success without fear of judgment or reprisal.

One of the key takeaways from “The Culture Code” for a practice owner is the significance of fostering a sense of belonging and connection among team members. Coyle identifies specific behaviors and practices that promote trust and cohesion within teams, such as active listening, vulnerability, and shared purpose. By implementing these strategies, a practice owner can create an inclusive culture where every team member feels valued and supported, leading to higher levels of engagement and performance.

Moreover, “The Culture Code” highlights the role of leadership in shaping practice culture and driving positive change. For a practice owner struggling with talent management, Coyle’s insights offer actionable strategies for leading by example, setting clear expectations, and providing feedback that fosters growth and development. By embracing the principles outlined in the book, a practice owner can cultivate a culture of excellence where team members are motivated to excel and collaborate effectively, ultimately leading to improved client outcomes and practice success.


Best Quotes From:

  • Start With Why—clients don’t buy what you do, they buy why you do it.
  • Dare to Lead—the courage to be vulnerable is not about winning or losing, it’s about the courage to show up when you can’t predict or control the outcome.
  • Crucial Conversations—if you avoid conflict to keep the peace, you start a war inside yourself.
  • Switch—change is hard because people wear themselves out. What looks like laziness is often exhaustion.
  • Radical Candor—It’s not mean, it’s clear…and clear is kind.
  • The Culture Code—Culture is not something you are, it’s something you do.
  • Now, Discover Your Strengths—each person’s greatest room for growth is in the areas of her or his greatest strength.

Exercise: Reflective Questions:

These questions serve as a valuable tool to gauge current knowledge, understanding, and readiness for leadership change and growth. By taking a moment to reflect on what is already known, past experiences, what gaps exist, and what questions may arise, you can better prepare for the upcoming learning experience. These reflective questions will not only help to set the stage for deeper learning but also encourage active engagement and critical thinking, ultimately enhancing your overall learning process as a leader. 

  1. In what ways can I foster a culture of purpose-driven leadership within my practice, where every team member is aligned with our overarching purpose and motivated to contribute towards our shared impact?
  2. How can I embrace and leverage my vulnerability as a leader to inspire authenticity and connection among team members?
  3. What patterns or tendencies do I notice in my communication style when I am faced with high-stakes conversations?
  4. In what ways can I better shape the path for change by removing obstacles and making the desired behaviors easier for myself and others to adopt?
  5. How can I create a culture of radical candor within my team, encouraging open and honest communication while also fostering trust and respect?
  6. What specific behaviors or actions can I implement to foster a culture of psychological safety and belonging among my team members?
  7. What are my top strengths and how can I leverage them to enhance my effectiveness as a leader in my healthcare practice?


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1. Introduction to Leadership Module


Welcome to ELEVATE’s Launch Leadership Module, where we begin a journey to empower you as a leader to find your starting point on the never-ending quest for leadership excellence. At ELEVATE, our purpose is to upskill you with insights, knowledge, and skills that create learning opportunities to transform your leadership capabilities. Which should ultimately lead to amazing practice growth success and sustainability.

Leadership development can seem overwhelming with the vast array of resources available, including thousands of books on the topic. The sheer volume of options can leave individuals feeling unsure of where to begin their journey. At ELEVATE, we have narrowed your leadership journey down to three strategies:

  • Understand Yourself as a Leader-Clifton Strength Finder
  • Learn from the World’s Best Leadership Authors
  • Learn Leadership Skills from ELEVATE’s Functional Leadership Module
  • Apply the above three learning opportunities to the 7 most common leadership challenges that occur within a healthcare practice. These 7 challenges were highlighted on page one.

Secondly, we have sourced aspects from world-renowned leadership authors and applied their themes to the 7 most common leadership challenges faced by a practice owner.

Thirdly, we have adapted ELEVATE’s functional leadership program to bring a different lens to understanding the 7 most common leadership challenges faced by a practice owner.

As a closing comment, don’t feel pressured to read every leadership book out there. Instead, focus on quality over quantity and select a few key resources that resonate with you and align with your development goals. Remember that leadership development is an ongoing process, and the most important thing is to take consistent action toward growth and improvement.