Exceptional performance is rarely achieved through isolated initiatives or the heroic efforts of individuals. Instead, sustainable excellence requires a comprehensive management system that aligns people, processes, and strategic direction. Having observed this healthcare transformation effort, I've become convinced that the "three-legged stool" approach—integrating People, Process, and Plan—offers a powerful framework for healthcare organizations seeking to elevate performance across all dimensions.

We're excited to continue our leadership series with a compelling contribution from Kevin Stranberg of Stranberg and Associates. In this insightful piece, Kevin illuminates the often-overlooked yet essential role that non-clinical leadership plays in creating exceptional healthcare experiences. Building upon the shared governance principles explored in Jess Nuutinen's previous article, Kevin expertly demonstrates how non-clinical departments form crucial pillars in a healthcare organization's cultural foundation. His holistic perspective reminds us that exceptional patient care depends on every team member—from registration to housekeeping—working in concert toward a common mission. Kevin's thoughtful analysis of empowerment, collaboration, and accountability across departmental boundaries reflects his deep understanding of healthcare systems and organizational dynamics. We're confident his wisdom will provide valuable insights for leaders throughout your organization, regardless of their clinical or non-clinical roles.

Strong leadership in non-clinical departments of the healthcare system is essential to overall success.  Although most clinical departments generally have limited direct contact with patients, their efforts are important components of the overall culture of the organization.  Time and time again when patients are asked the question “did staff work together to care for you?” they include everyone they have come in contact with during their visit – registration, housekeeping, nutrition, patient financial to name a few.  As a leader of non-clinical staff, the focus of the work needs to be clear and important to every staff.  This focus centers on many of the same priorities listed by Jessica Nuutinen in the previous leadership article on Shared Governance – Empowering Healthcare Teams Through Collaborative Leadership for clinical staff leadership.

We're delighted to launch our leadership blog series featuring unique insights from across our talented team at Frontier Strategy Partners. Craig Saylor kicks off the series with his thought-provoking piece on "Essential Leadership Tools" - a compelling exploration of intentional leadership practices that challenge conventional approaches. Drawing from his extensive experience, Craig offers valuable perspectives on mission-driven leadership, fact-based decision-making, team empowerment, and achieving meaningful work-life balance. His practical wisdom sets the perfect tone for this series, demonstrating the caliber of insights you can expect in the weeks ahead. Craig's ability to distill complex leadership principles into actionable strategies exemplifies why he's such a valued voice in our organization and the healthcare leadership community. We hope you'll find his observations as inspiring and applicable as we do.

We're thrilled to announce a new weekly blog series focused on leadership from the diverse voices of our Frontier Strategy Partners team. Starting next Monday, March 10th, each week a different member of our team will share their unique perspective on leadership, drawing from their wealth of experience and expertise. This series aims to provide you with practical insights, strategies, and tools that you can implement in your own leadership journey.

Our first contribution will come from Craig Saylor, who explores "Essential Leadership Tools" - a thoughtful examination of how we can lead with intention rather than simply falling into established patterns. Craig challenges us to reconsider how we approach leadership positions and offers concrete strategies around mission-driven efforts, embracing facts, equipping our teams, and maintaining work-life balance.

The modern workplace has become a stage where the line between true leadership and political maneuvering is increasingly blurred. As organizations grow more complex and interconnected, the temptation to prioritize political expediency over authentic leadership has never been greater. Yet this choice—between being a leader or a politician—shapes not only individual careers but also the very culture of an organization.

Healthcare leadership demands perpetual growth and adaptation. As the industry landscape evolves with technological advancements, regulatory changes, and shifting patient expectations, leaders must continuously develop their capabilities to drive organizational success. Frontier Strategy Partners (FSP) has established itself as a trusted partner in this critical development process, offering deep expertise in healthcare leadership development.

Recent studies from the American College of Healthcare Executives demonstrate that high-performing healthcare organizations share a common characteristic: leaders who prioritize ongoing professional development. This commitment to continuous improvement extends beyond traditional management skills into areas such as strategic thinking, change management, and relationship building – core competencies where FSP's experienced consultants provide valuable guidance and support.

The imperative for continuous development stems from healthcare's unique challenges. Unlike many industries, healthcare combines clinical excellence, business acumen, and human compassion. Leaders must understand complex payment systems, manage diverse stakeholder groups, and maintain focus on patient outcomes. FSP's team brings decades of combined healthcare experience, offering practical insights and proven methodologies to address these multifaceted challenges.

There's a distinct feeling you get when you walk into an organization led by principle. You notice it in the way people carry themselves, in the energy of their conversations, in the confident exchanges happening in meeting rooms and hallways. It's not just about what's being said – it's about the underlying certainty that speaking up isn't just allowed; it's actively welcomed and celebrated.

I've spent years studying organizations, and the ones that truly stand out share this common thread: leadership that doesn't just talk about transparency but lives it through daily actions that encourage and amplify every voice in the room. These leaders understand that their role isn't to be the loudest voice, but rather to create an environment where truth can emerge from any corner of the organization.

Consider what happens in a typical meeting led by a principled leader. They might start by deliberately creating space for different viewpoints, not just with a perfunctory "any questions?" but with genuine invitation and patience. When someone raises a concern, you'll see the leader lean in, maintain eye contact, and ask follow-up questions that deepen the discussion. They understand that their reaction to difficult questions sets the tone for every future interaction in the organization.

Leadership in the modern workplace requires more than just strategic thinking and technical expertise. At its core, effective leadership demands a quality that cannot be learned from textbooks or acquired through experience alone: empathy. The ability to understand, share, and respond to the feelings of others has become the cornerstone of building trust within organizations, and its absence can create irreparable rifts between leaders and their teams.

Trust forms the foundation of all meaningful workplace relationships. It's the invisible thread that weaves teams together, enables innovation, and drives organizational success. Yet trust itself is built upon something even more fundamental: the capacity for empathy. When leaders demonstrate genuine empathy, they create an environment where trust can flourish naturally. This connection between empathy and trust isn't coincidental—it's essential to human psychology and social dynamics.

Many believe leadership assumes or means leaders have all the answers. Like many executives, I thought showing vulnerability would undermine my authority and effectiveness as a leader. However, a powerful insight from Brené Brown's research shows an entirely different perspective: connection—the very thing we seek as leaders—requires vulnerability.

Think about the leaders who've most influenced your life. Chances are, they weren't the ones who maintained a perfect facade. They were the ones who showed up authentically, who admitted when they didn't have all the answers, and who shared their challenges alongside their victories. These leaders understood something fundamental about human nature: we connect through our shared humanity, not our pretense of perfection.

Organizations frequently encounter periods of leadership transition that demand immediate attention and specialized expertise. From unexpected C-suite departures to strategic reorganizations, the need for skilled interim leaders has become increasingly vital to maintaining organizational stability and fostering continued growth. Understanding the nuanced role these temporary leaders play can help healthcare organizations better navigate periods of change while ensuring uninterrupted quality of care.