Leader vs. Title

I could not have predicted that stumbling across a Netflix show about real doctors in NYC would reignite my passion for true leadership.

Lenox Hill follows 4 doctors in NYC. It's an entertaining show however what drew me into binge 8 (yes, 8) shows in a row was Dr. David Langer. (Pictured, above right). He is the Chair of Neurosurgery. 

I work in business, not medicine, so my experience, breadth of knowledge, and exposure come from that world. Why then, did Dr. Langer's leadership style interest me so strongly?

Look to any hospital and you will find a Chair with a fancy title and lots of awards and accolades. What makes Dr. Langer different is his realization that as he got bigger titles and more prestige, he would never achieve his goals if he didn't cultivate a team.  

He demonstrates  - I repeat, demonstrates - through action and repetitive behaviour, that his team comes ahead of his own ego.  He knows he will not always "win" to do his best. He knows he must leave his over-inflated ego from med school (his words) at the door, and ask for help from his team. He says "this is tricky, I don't know what to do" in complicated surgery and knows his team will contribute to the case. He does not worry about losing ground but instead builds trust. He ensures his team is heard, and are given the chance to speak and say what they really think, popular or not, in each other's presence without fear of suffering cultural fallout, for revealing a not so popular opinion. 

For all of us, true leadership happens walking to a meeting, stopping in the hallway, ordering coffee at the cafeteria. It's the in-between moments that we see it, soak it in and believe it, much more than during a meeting or on a call. It is not cultivated through merely attending an annual retreat or, "Ask Me Anything" session on zoom.

How do we lead differently to change this?

Start by demonstrating your own change of mindset.

If your team sees you are looking for solutions instead of jockeying for position, (I must be the one to solve this and win) their comfort level changes.  Invite more opportunities to fail without consequence. Reduce the fear of losing psychological safety. 

Assume everyone in the room is as smart as you and brings a different but right answer. From there, you can build a collaborative trust, that solves for the best outcome, rather than who is best. 
I will say that again: you can build collaborative trust, enabling psychological safety, to solve the problem rather than worry about who is best. 

In neurosurgery, this looks like your patient surviving, instead of you being right.

What does it look like in your organization? In your team? 
If everyone knew they are expected to contribute ideas, research, projections, regardless of being right, what would change?