The Root Cause for Almost Every Problem - Leadership

After working with many clients over the years, I've discovered there are two reasons a practice has issues, knowledge and leadership. Knowledge can be an easy fix. Often, the leaders might know they lack information and actively seek it. It can be challenging to obtain some kinds of knowledge quickly. The second cause, a lack of leadership, is much more challenging to correct. Almost every issue a practice faces after the knowledge problem is fixed is a result of poor leadership.

1. Financial issues. If you're having financial problems, it's likely because you've made poor decisions. Leadership is not about having the title of leader. It's about gathering the data and making a sensible decision. Often when I first coach leaders, they place too much emphasis on their emotions and how they feel personally. Many don't want to own their mistakes. We tend to look for others to blame for our poor performance. Your financial problems are a result of your leadership decisions. Recognize money is a byproduct of your business's core function, which is directed by the choices you make. If money dries up or isn't coming, then there's a problem with your business's core function. How long the problem lasts is up to the leader. Hopefully, they can own the problem and quickly fix it.
2. Process issues. Just because you're the leader doesn't mean you always have the best ideas or completely understand your people's problems. Listen to your employees and those who work with the processes in your business. Don't disregard their opinions. They often have great insight into what works and what doesn't. Realize you're probably not the smartest person in the room.
3. Communication issues. If you have a hard time implementing change, likely it's because a communication issue exists. It's common for people to assume everyone knows what they know. This isn't the case. If there's any doubt that others may not know what you know, you should share the information freely, concisely, and quickly. Also, remember what you say might not carry as much weight as the way you say it. 
4. Employee issues. Employee morale is another vital leadership issue. Bad things can happen in a company's culture when the employees believe leadership does not care about them. Notice I said believe. Your actions and how you treat them will go a long way towards helping them believe you care. Your employees are your most valuable asset as with every asset you own, care for, and invest in them.
5. Leading by example. This is the most frequent problem I see leaders create for themselves. "Do as I say, not as I do" doesn't work well when raising children and certainly doesn't foster a productive environment. Say what you mean and mean what you say. More importantly, do what you say. Be comfortable with those below you in the organization chart to speak up and ask you correct your behavior. It's part of being accountable.
6. Accountability issues. If you've ever been in an organization where the problems are always someone else's fault, you might be in a culture of blame. A strong leader understands that someone must be responsible and accountable for the decisions and subsequent consequences. The buck stops with you, the leader. 
7. Lack of direction. A strong leader possesses a strong mission and purpose. This perhaps is the most significant leadership mistake of all. As a leader, you need to know and understand what you do and whyyou do it for the benefit of the customer. While it's good to earn a profit, that is merely a byproduct of the good and services you provide. You can help your organization go in the right direction by clearly developing and articulating a strong mission and purpose statement. When making decisions, refer to this statement and show how the decision supports the mission and purpose. You'll get more substantial buy-in and have more effective change.

If you desire to be a strong, successful leader, then understand your business's core functions, make the right decisions, and allow others to help you improve the organization. Lead by example and take ownership of the issues within the organization. Do all of this while focused on your mission and purpose, and you are guaranteed success.

David J. Norris, MD, MBA, is a practicing anesthesiologist in Wichita, Ks. He is the author of The Financially Intelligent Physician and Great Care, Every Patient and is a frequent speaker on physician finances. Read more about David at www.davidnorrismdmba.com.