Mahaska Health

When I think about what creates a high-performing team in healthcare, I don't immediately think about productivity numbers, technology or even clinical expertise. I think about people.

Healthcare leaders are responsible for outcomes, efficiency, quality, budgets, staffing and an endless list of operational demands. But behind every one of those responsibilities is a person. I have learned that when you intentionally invest in people, set clear expectations and give them opportunities to grow, performance often follows.

Learn Your People

One of the most important things a leader can do is learn their team. What motivates them? What are they naturally good at? Where do they lack confidence? Where do they want to be in five years?

Sometimes leadership means recognizing potential in someone before they recognize it in themselves.

In my own department, I have watched technologists grow from being hesitant to try something new to becoming the person others seek out for guidance. Those moments are some of the most rewarding parts of leadership.

Creating modality lead positions within our Radiology department was one way I could provide additional ownership and leadership opportunities. Instead of every decision or idea coming from the director, I wanted knowledgeable people within each area to have a voice in how we could improve.

A high-performing team should never depend on one person to lead it.

Give People Ownership

There is an important difference between assigning someone a task and giving someone ownership.

When employees feel that their ideas matter, they begin looking at their department differently. Instead of simply asking, “What am I supposed to do?” they begin asking, “How could we do this better?”

Some of our best workflow improvements have come from listening to the people performing the work every day.

As leaders, we don't have to be the smartest person in the room. In fact, some of the strongest leadership decisions begin by admitting that someone else knows more about a particular area than we do.

“Employee development isn't separate from patient care. When we build stronger, more confident healthcare professionals, our patients ultimately benefit.”

Ask questions. Listen. Stay curious. Then give people enough room to use their expertise.

Accountability and Grace Can Coexist

Supporting your team does not mean avoiding difficult conversations.

High-performing teams need clear expectations and accountability. People deserve to know what is expected of them, and leaders have a responsibility to address situations when those expectations are not being met.

But accountability and compassion are not opposites.

You can hold someone accountable while still trying to understand what happened. You can expect excellence while recognizing that people have difficult days. You can have an uncomfortable conversation while still treating someone with dignity and respect.

My team knows that I expect a lot from them, but I hope they also know why: I believe in what they are capable of.

Invest in Growth

If we want our organizations to grow, we have to be willing to grow the people within them.

That can mean continuing education, additional credentials, mentorship, leadership opportunities or simply giving someone the chance to try something they have never done before.

In our department, investing in employee development has allowed technologists to expand into additional imaging modalities and pursue advanced education. As their knowledge and confidence have grown, so has what our department can safely provide to our patients.

That connection is important.

Employee development isn't separate from patient care. When we build stronger, more confident healthcare professionals, our patients ultimately benefit.

Lead With Purpose

Leadership isn't a title on an organizational chart. It is what you do when no one is watching. It is whether you give someone else credit for a great idea. It is whether your employees feel comfortable walking into your office with a concern. It is whether you are willing to jump in when your team needs help.

Most importantly, leadership is about creating an environment where people believe they can become more.

Technology will change. Healthcare will change. Our workflows will change. But our responsibility as leaders remains remarkably consistent: take care of our people so they can take exceptional care of theirs.

When people feel valued, challenged, trusted and supported, you don't simply create a team that performs.

You create a team that grows.