Could an Empowered Patient Environment be the Catalyst for Women Healthcare Leaders to Thrive?

In today's Health 2.0, the patient is empowered. It's the patient's right to be kept abreast of what's happening with their health, so they can make informed choices about their health care. And, still, we've read and heard about too many instances when patients' concerns, interests, needs, and priorities have been minimized by a healthcare system that often values efficiency over empathy.

According to a Harvard Business Review report Women Rising: The Unseen Barriers, "... women’s leadership potential sometimes shows in less conventional ways—being responsive to clients’ needs, for example, rather than boldly asserting a point of view—and sometimes it takes powerful women to recognize that potential. But powerful women are scarce." Or are they?

This statement caused me to wonder: Could an empowered patient environment be a catalyst for women physicians and other female health practitioners to thrive?

There is data to support a difference in leadership abilities and traits between men and women. According to a 2011 survey of more than 7,000 leaders by Jack Zenger and Joseph Folkman, women were voted to outrank men in 12 of 16 top leadership competencies.

These top leadership competencies include the ability to:

• Display high integrity and honesty
• Inspire and motivates others
• Build relationships

I've teased out these three competencies in particular as they correlate well not only with creating an empowering environment for their fellow colleagues, but also one for their patients. Equally important are other competencies in which women were viewed to excel in this survey, which one may argue could help to change the landscape of the healthcare system on a broader level, including the ability to:

• Take initiative
• Develop others
• Drive for results
• Champion change

Sounds great? Perhaps ... until we explore deeper to uncover the one competency in which women were ranked to excel less than men: the ability to develop a strategic perspective. Why were women perceived to be less strategic?

Is it a result of long-held stereotypes? Is it because of a lack of women in top leadership positions? Or, perhaps, both of these factors have led to a phenomenon called second-generation gender bias? As suggested by Herminia Ibarra, Robin Ely, and Deborah Kolb: "This bias erects powerful but subtle and often invisible barriers for women that arise from cultural assumptions and organizational structures, practices, and patterns of interaction that inadvertently benefit men while putting women at a disadvantage."

Is there a second-generation bias in healthcare? To answer that question, I suggest we explore the proposed criteria and any data that may support or disprove this assertion. Some of the data can be found in the 2013 XX in Health report: The State of Women in Healthcare.

• A paucity of role models for women

While 78% of the healthcare industry are women and 70% are administrators, only 19% are hospital CEOs -- and there are NO women CEOs that lead Fortune 500 healthcare companies

• Gendered career paths and gendered work

In addition to the above, women are not represented well at the board level -- where they would have more opportunity to make strategic decisions about the direction of their organizations and the industry at-large

• Women's lack of access to networks and sponsors

Many women are not perceiving the healthcare workplace to be supportive of their career goals -- 39% reported leaving their previous employers because of the company culture.

• "Double binds" 

Ibarra, Ely, and Kolb describe this concept as: "The mismatch between conventionally feminine qualities and the qualities thought necessary for leadership puts female leaders in a double bind." Perhaps this explains the low ranking for strategic abilities in the Zenger-Folkman study.

So, what do you think -- is there second-generation bias in healthcare? If, so will it impact women healthcare leaders ability to thrive and succeed?

I've written this article in recognition of XX in Health Week, to explore the issue of gender diversity in health leadership. I welcome your thoughts and reactions to this information as well as what you see happening in your organization. I'd encourage you to continue the dialogue here -- and to participate in (or initiate) discussions about this gender diversity in your city and community.

Are You Following the Evidence -- in Your Career or in Life?

Did YOU know? While only 16% of all men are over 6'2" tall, 57% of Fortune 500 CEOs are over 6'2". I learned this interesting fact during a recent presentation by Laura Liswood, author of The Loudest Duck.

What does this data suggest to you? Do you see any correlations in your organization?

Let's face it -- we get bombarded with lots of data (or evidence) on trends that are happening in the workplace and the world beyond. How can you figure out what information makes sense for you, or for your team? Following the evidence is about just that -- looking at data or statistics or even anecdotal information and evaluating it to see:

1. Is it valid (i.e., do you trust the source?)
2. Is it applicable to your team or organization?

In advance of our upcoming LIVE Follow the Evidence Diversity Training on Tuesday, June 15 (9am-12pm) here in New York, I thought I'd share the recording of the preview telecast.

Our process suggests you take a proactive instead of a reactive approach to gathering information, and seeing how your diversity management strategies work or don’t work and need to be adjusted – not just relying on "long-standing" but never proven traditions.

This time, we're speaking about it in terms of diversity. Yet, this evidence-based approach can be applied to all aspects of personal, team and organizational growth. You'll be more effective if you relentlessly seek new knowledge and insight, so you can keep updating your assumptions, skills and knowledge, and ground your decisions in the latest and best knowledge of what actually works.

How do YOU follow the evidence?

Can You Make the Case for Diversity in the New Normal?

The team at InStep Consulting continues its focus on building sustainable teams -- this time, from a different perspective: Diversity.

We recognize that we're now living in the New Normal. Technology has changed nearly everything we do.


Budgets are tighter, time is tighter; and there's a growing need to integrate everything -- communications, knowledge, programs, systems, tools and TEAMS.

The New Normal requires that people work with each other -- perhaps in ways they haven't done so before. Even so, can you make the case for diversity in the New Normal?

If you're serious about making headway for your team this year, join Coach Colette Ellis and Tim Mulvaney on Tuesday, May 4, 2010 at 1:00 PM ET for an informative, FREE teleclass: Follow the Evidence: Make Your Case for Diversity in the New Normal.

Learn how to follow the evidence -- that is, not what you THINK about diversity, but what you can DEMONSTRATE or PROVE -- to create practical solutions that work for your team.

This teleseminar is based on models and strategies Tim and Colette pioneered as Adjunct Professors at New York University, for their graduate-level course: Managing Diversity - An Evidence-Based Approach.

Want to learn how to be a DSI -- a Diversity Scene Investigator? Then, register NOW and let Colette & Tim teach you how to Follow the Evidence!

My NEW NYU Faculty ID

I was pleasantly surprised today when I peeked at the photo on my new NYU ID and it didn't look like I'd just walked 15 blocks in 80+degree weather. Why did I walk so far to get a new NYU ID? Well, I've recently joined the adjunct faculty at NYU Wagner Graduate School of Public Service to teach a course on Managing Diversity this Fall!

The course, Managing Diversity - An Evidence-Based Approach will help build students' skills in diversity management and cultural competency. In this semester, the primary audience will be nurse leaders enrolled in the MS in Management program; although the course is open to other health policy students at Wagner as well. Specific topics will include: Strengthening Workforce Diversity; Expanding Diversity of Leadership Teams; and Culturally Proficient Healthcare.

I'll be facilitating classroom sessions with Tim Mulvaney, President of The Mulvaney Group, Inc. It will be cool to collaborate with him again, as we did for a few podcasts and his Courageous Conversations program.

I'm really excited to return to my alma mater in a teaching capacity! We've posted our syllabus online (access via my profile) and created our Blackboard page with the initial assignments. I'm looking forward meeting my students. Will keep you posted on how it goes and what compelling issues are surfaced.

"You're So Articulate" and Other Non-Compliments

Hey there -- it was very ironic that a colleague sent me a link to today's DiversityInc article containing reader feedback on less-than-favorable compliments they've received. I don't know -- call it the laws of attraction or whatever, but it was a bit weird to have received the link today. Why?

Perhaps it's because I recently had a conversation with a new acquaintance about his comment to me remarking that I was "so eloquent." Our post-comment dialogue was actually quite interesting as he realized that it wasn't the most flattering or informed remark (without much feedback from me). It's rare that people who make the remarks actually pick up on how they might be perceived as offensive.

Or, perhaps it's because I returned this week from a conference celebrating 35 Years of Women at Dartmouth -- which made me recall occasional reactions of bewilderment I've received from people when I've mentioned that I attended the College on the Hill in Hanover, NH. Similar to one of the article respondents: "You went to Dartmouth? WOW, that's GREAT!" It hasn't happened in a while, but it's funny how your mind can free-associate with a certain stimulus.

I recall that I had thought of blogging about these situations when the original article appeared in DiversityInc back in 2006. I must have gotten sidetracked -- or perhaps I chickened out, since it was before the advice I received at BlogHer about being bold online and tackling the sticky subjects.

What occurred to me then, and still does today, is that our response to one of these comments in a workplace setting can sometimes become a career decision -- especially if the commenter is someone who has power/authority over any aspect of our career. I'm sure I've typically fended them off with the right degree of sarcasm or wit. But, who's to say what the real impact might have been -- especially if I didn't choose to engage the person in a Courageous Conversation (per Tim Mulvaney) to expose the elephant in the room.

While I sometimes love to play devil's advocate and challenge people to stretch their views (an oft-undervalued luxury of a coach/consultant), I'm also aware of how challenging that can be -- especially for those of us in employee roles. So, what do you think?

Have you ever received one of these compliments? If so, how did you respond?