It’s hard to be a good boss and even harder to work under a bad one. This episode breaks down how to begin as a new leader with little to no experience, the critical errors leaders often make, and what to do when your boss is suboptimal. We explore how quick fixes, lack of empathy, and poor communication can alienate teams and stifle growth. Leaders who ignore the importance of relationships, skip proper onboarding, or impose their own agendas without collaboration set themselves up for failure. We also discuss how future writing can help leaders clarify their vision and avoid these pitfalls. Finally, we offer strategies to recognize and correct these missteps, creating a more effective and cohesive leadership style.
Guest Bio: Karl Pister is president and founder of The Coaching Group, with over 34 years of experience in executive coaching, conflict management, and leadership development. He’s also the host of the Healthcare Leadership Podcast, which focuses on leadership, conflict resolution, and emotional intelligence.
We Discuss:
The Practice of Future Writing
- Future writing is a tool for visualizing where you want your life and career to go.
- Writing about the desired outcomes for the next year creates a mental blueprint.
- Daily writing for 90 days helps manifest long-term goals and shifts your mindset.
- The habit of future writing can reframe potential stress into creative, forward-thinking.
- Writing about future success in the present tense keeps the process tangible and actionable.
The Logic Behind Future Writing
- Our brains naturally fill in empty spaces with imagined futures, often leaning towards negative outcomes.
- This tendency stems from survival instincts; focusing on worst-case scenarios is a protective mechanism.
- Shifting from negative to positive visualization rewires the brain to expect success.
- Visualization techniques from sports and aviation show how powerful mental simulations can be in real-life application.
- Future writing combats habitual worry and pessimism by focusing on deliberate and optimistic outcomes.
Daily Writing Routine and Its Impact
- Writing daily about future goals ensures consistent reflection and refinement of long-term visions.
- This practice can incorporate different aspects of life and business, evolving with new information.
- Though repetitive at times, regular writing sharpens focus and clarifies goals, reducing anxiety.
- Writing about future scenarios in detail strengthens confidence and reduces fear of the unknown.
- The key to effectiveness is visualizing success in the present tense, as if it has already happened.
Premeditation Malorum | Best vs Worst Case Scenario Visualization
- There is a balance between visualizing the best outcome and preparing for worst-case scenarios (premeditatio malorum).
- A good leader acknowledges potential challenges but chooses to focus on positive results after preparation.
- The exercise of future writing involves acknowledging potential obstacles but framing the outcome as a success.
- Premeditation malorum helps leaders build resilience, but it must be combined with a clear vision of the desired outcome.
- Both approaches—pessimistic and optimistic—can be used strategically to handle uncertainty.
Maladaptive vs. Adaptive Perfectionism
- Maladaptive perfectionism focuses on outcome dependency, often leading to dissatisfaction.
- Adaptive perfectionism shifts focus to the process, ensuring satisfaction regardless of outcome.
- Repeating daily practices reinforces process-oriented thinking, which reduces anxiety and increases performance.
- Emphasizing the process over the goal allows for consistent progress and resilience in the face of setbacks.
- The concept that “we rarely rise to the level of our goals, but fall to the level of our processes” is key to sustaining success.
What Daily Future Writing Looks Like—Doesn’t It Get Repetitive?
- Future writing doesn’t get boring due to the continuous evolution of circumstances and the different aspects of life to focus on.
- The complexity of projects ensures there’s always something new to reflect on.
- Writing daily serves as a form of mental rehearsal, similar to athletes practicing their sport.
- The routine helps clarify thoughts, process information, and adjust future plans as new events unfold.
- The writing emphasizes consistency, with the goal of reinforcing positive mental frameworks and diminishing anxiety.
Write for the Future in the Present Tense
- Writing in the present tense helps solidify future outcomes, making them feel real and achievable.
- This technique prevents the mind from drifting into wishful thinking or fantasy.
- Using the present tense anchors the writer in a mindset of success, reinforcing confidence.
- Future writing becomes a reflection on an outcome that is already in motion rather than a distant hope.
- This process aligns with performance psychology, where athletes and professionals simulate success before it happens.
How to Be a Successful New Leader With an Underperforming Team
- New leaders often enter environments where the team culture is weak or dysfunctional.
- The team may feel disconnected or entitled, with little concern for the overall success of the organization.
- The first step as a leader is to gather information and listen to everyone’s perspectives without rushing to action.
- Building trust and understanding internal politics is crucial before implementing changes.
- Leaders should resist the urge to move quickly; slower, deliberate action leads to more sustainable success.
Tom Peters’ Top 5 of Excellent Leadership
- Great leadership involves hiring the best people, understanding their needs, and getting out of their way.
- A leader’s role is to provide the necessary tools and support, then step back and allow their team to excel.
- Listening is critical in identifying the struggles, bottlenecks, and politics that affect a team.
- Once a leader has listened and understood, they can make informed decisions and introduce effective changes.
- Building trust through consistent support and open communication is key to fostering a high-performing team.
Your Team Knows What Action Needs To Happen
- Often, the frontline team already knows what changes are needed but may feel unheard.
- A leader’s role is to actively listen and implement their team’s feedback where possible.
- Not all feedback is unbiased; a leader must filter insights and weigh them carefully.
- Leaders should engage with every level of the team, from housekeeping to senior staff, to understand the full picture.
- Remaining neutral and open allows leaders to avoid being caught in office politics while building credibility.
How Do You Know When You Have Enough Information To Start Taking Action?
- Leaders should act once they hear repeating themes in their conversations with team members.
- Around 75% of the information is often enough to make informed decisions and begin implementing changes.
- Walking the floor and speaking to various departments, including night shift workers, helps gather comprehensive insights.
- Building relationships with staff at all levels ensures more informed and effective leadership.
- Continuous feedback and adjustment based on further input refine the leader’s strategy as new information arises.
Identify Your Influencers
- Influencers may not have official titles but hold significant sway over team morale and operations.
- Experienced staff, such as long-time nurses or other professionals, can offer invaluable insights into team dynamics.
- These informal leaders often have deep institutional knowledge and should be treated as key advisors.
- A new leader’s success often depends on building relationships with these influential team members.
- Earning the respect of such individuals helps establish credibility and gain the broader trust of the organization.
Handling Someone Else’s Emergencies as a New Leader
- Many new leaders face constant pressure from team members who bring urgent issues to them.
- It’s important to remain calm and use structured questions to understand the true nature of the issue.
- Using the SBAR (Situation, Background, Assessment, Recommendation) method can help frame the problem and gather key details.
- Leaders should not rush to resolve every problem but instead listen and take time to investigate thoroughly.
- Establishing boundaries and a methodical approach to problem-solving prevents overwhelm and builds respect.
Day One as a New Physician Leader, You’re Prodded From Multiple Sides About a Pressing Issue. What Do You Do?
- On day one, leaders are often overwhelmed by competing priorities and urgent issues from various departments.
- The key is to slow down and build relationships with department heads, understanding their needs and motivations.
- Taking time to learn about your team before diving into solutions fosters trust and collaboration.
- Building a rapport with influential figures, such as the CNO or senior staff, helps navigate initial challenges more effectively.
- Relying on personal connections and open communication lays a strong foundation for leadership success.
Dealing with Difficult Bosses
- Many bosses are difficult because of insecurity or poor leadership skills.
- The key to navigating a suboptimal leader is remaining confident in your own abilities and values.
- Building a positive, supportive relationship with an insecure boss, without compromising integrity, can sometimes improve the dynamic.
- Having a strong personal network and knowing when to step back from an unsolvable situation is critical.
- Managing up and presenting yourself as a reliable and thoughtful team player can sometimes earn the respect of a difficult boss.
Building Positive Relationships With A Bad Leader
- In leadership, forming relationships with others, even difficult personalities, is essential.
- Making an effort to understand your boss or peers on a personal level can often yield surprising benefits.
- Confidence in your own leadership, combined with a willingness to listen, can disarm even the most challenging individuals.
- Avoiding destructive behaviors like gossip or resentment towards leaders or colleagues can prevent further issues.
- Relationships, not just reactions, form the foundation for long-term leadership success.
A Bad Leader Is Often Insecure. Becoming an Asset to Them Rather Than an Opponent Can Make Your Job a Lot Better
- Insecure leaders often struggle with finding people they trust and who act as assets rather than critics.
- Offering even small contributions to an insecure leader’s success can build rapport and improve the working relationship.
- Quoting Abraham Lincoln: “I met today a man I didn’t like, I’ll have to get to know him better,” emphasizes the value of understanding difficult leaders rather than dismissing them.
- Lincoln built a team from his political enemies because he recognized their brilliance, showing the power of collaboration with even those who oppose you.
- Instead of joining others in criticizing a poor leader, seek ways to contribute positively, helping improve their performance and your working environment.
- Joining a “chorus of dissent” against a bad leader is easy but unproductive. Instead, focus on becoming a voice of vision and action.
- Choose constructive responses to suboptimal leadership situations, even when it’s tempting to engage in negativity, as this approach leads to better personal and professional outcomes.
Books mentioned in this episode:
- The Inner Game of Tennis by Tim Galloway
- Atomic Habits by James Clear
- The Leadership Challenge by James Kouzes and Barry Posner
- What Got You Here Won’t Get You There by Marshall Goldsmith
- Getting to Yes by Roger Fisher and William Ury
- Possible by William Ury
- Negotiating the Non-Negotiable by Daniel Shapiro
- The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded by Michael D. Watkins
Hema says
Much needed Stimulus ep.
Just the tonic
Thank you Rob
(…Today was day 2/shift 1 of brand new hospital & bigger ‘better’ ED… prepped for yesterday by watching ol’ skool Big Trouble in Little China and bookended by your podcast)
🙂