In a recent episode of the MGMA Insights Podcast, host Daniel Williams sat down with Steve Quach, MD, CEO of Chimera Leadership Group, and Gwen Dooley, NP, Vice President of People, Growth, and Strategy at CarePoint Health Colorado. The conversation centered on the upcoming MGMA Leaders Conference, where Quach and Dooley will lead a session titled Leading Through the Gray: Unlocking Your Greatest Potential. This episode highlighted key challenges healthcare leaders face, particularly navigating uncertainty and ambiguity, building resilience, and maintaining personal well-being.
Embracing Uncertainty and Ambiguity
One of the main themes discussed by Quach and Dooley is the necessity of embracing uncertainty as a leader. In healthcare, where situations are rarely black and white, leaders must be comfortable working in the “gray” areas. Quach explained, “Good leaders don’t avoid discomfort. They run towards it.” He emphasized that while uncertainty can be paralyzing, the steps required to move forward are often simpler than overcoming the psychological fear of the unknown.
Dooley added that part of the challenge for leaders is recognizing that uncertainty does not follow a clear pattern, which can shake confidence. “Uncertainty doesn’t have a blueprint that we can follow,” she explained. “When faced with uncertainty, our confidence can get zapped, and self-defeating narratives start to creep in.”
Building Resilience Through Self-Awareness
Resilience and self-awareness are critical for leaders facing uncertainty. Dooley shared the example of coaching a leader who struggled with imposter syndrome when considering a promotion. “They didn’t believe they could be great at the next level, and insecurity showed up as excuses, like ‘It’s just not a good time.’ But ultimately, it was their inner dialogue holding them back,” Dooley said. She emphasized that one way to build resilience is by identifying and challenging internal narratives that undermine confidence.
Quach also highlighted the importance of testing assumptions in uncertain situations. “When faced with psychological crisis from uncertainty, ask yourself, ‘What assumptions am I making about this situation?’” he suggested. Testing assumptions by examining evidence for or against them helps dispel anxiety and approach problems more effectively.
Practical Strategies for Managing VUCA
Quach and Dooley introduced the concept of VUCA—volatility, uncertainty, complexity, and ambiguity—as a framework for understanding and navigating unpredictable environments. Originally used by the military, VUCA has become widely applicable in business and healthcare leadership.
To manage VUCA effectively, Dooley emphasized the need for agility. “It’s easy to say, ‘be more agile,’ but how do you actually do that?” she asked. She suggested gathering information, developing broader skill sets, and adopting a more flexible mindset. Quach added, “Being willing to experiment and sometimes being wrong isn’t necessarily a bad thing—it can actually help when navigating uncertainty.”
The Role of Self-Care in Leadership
A recurring theme throughout the conversation was the importance of self-care for leaders. Quach compared leadership to caregiving, noting that just as caregivers must prioritize their own well-being to care for others, leaders must do the same for their teams. “If the caretaker doesn’t stay healthy and happy, they really can’t take good care of a loved one. And the same holds true for leaders,” he said.
Dooley echoed this sentiment, drawing a parallel to the familiar airline safety instruction: “Put your own oxygen mask on first.” She stressed that leaders need to prioritize their mental and physical health, particularly during challenging and uncertain times.
Understanding the Neuroscience Behind Change and Uncertainty
During the episode, Quach and Dooley also discussed the neuroscience behind how people respond to uncertainty and change. Dooley explained that while the brain craves both security and excitement, it is wired to prioritize safety. “There are parts of our brains that are built to scan for the negative and keep us safe,” she said. By understanding how the brain processes uncertainty, leaders can better manage their responses to change.
Quach noted that the key to controlling the way we think is first understanding how we think. “Even 15 minutes at the beginning or end of the day to prepare and review allows leaders to be more intentional about prioritizing efforts for both immediate and long-term results.”
Conclusion
The conversation with Quach and Dooley highlighted the complexities of leadership in healthcare, where uncertainty is inevitable. Their session at the MGMA Leaders Conference will dive deeper into strategies for embracing ambiguity, building resilience and maintaining personal well-being. Leaders can implement practical strategies like testing assumptions, cultivating agility, and prioritizing self-care to navigate these gray areas effectively.
For more insights, be sure to attend Leading Through the Gray: Unlocking Your Greatest Potential at the MGMA Leaders Conference.
Resources:
- Chimera Leadership Group
- CarePoint Health Colorado
- 2024 MGMA Leaders Conference - Register Here
- 2024 MGMA Leaders Conference Schedule - View Here
MGMA Resources:
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