Rewarding Rising Stars Beyond Promotions

Nobody puts trust on the dashboard. We track savings to the basis point. Quality to the decile. We don’t track whether the people who have to live with the decision actually trust the room it was made in. Then we’re surprised when the decision doesn’t stick. I keep coming back to Daniel Pink’s autonomy, mastery, purpose. There’s a new HBR piece on treating work like a product employees “hire” to do a job. Both are right. Both leave trust out. Autonomy without trust is just abandonment. Tell someone “you decide” without giving them the data first and you haven’t given them autonomy. You’ve set them up. Mastery without trust gets ignored. If twenty years of clinical judgment ends at a signature line, the expertise was never really in the room. Purpose without trust sounds like a pitch. “It’s about the patient” doesn’t land if the decision was already made somewhere else. And this isn’t just a clinician problem. Operators have to trust the workflow won’t break when it hits the floor. Finance has to trust the numbers will hold once the optimism wears off. Strip trust from any one of those seats and the decision falls apart later, no matter how clean the analysis looked. This isn’t a supply chain problem either. It’s the same problem in service line strategy, care model redesign, quality work — anywhere transformation requires clinical, operational, and financial expertise to build something together. The job all of us are hiring governance to do isn’t approval. It’s trust. That our voice shaped the decision, our expertise mattered, and the thing will hold up when execution starts pushing on it. Co-development isn’t consultation. It’s a different product. Trust is what you’re building. #HealthcareTransformation #PhysicianLeadership #ServiceLines #HealthcareLeadership

To authentically welcome and serve someone entering your home or place of business is the heart of hospitality. Harvard business review reminds us that a leader’s role is to embody the “values” that inspire us.

Sometimes as leaders we can forget the basics and/or get to focused on only delivering. What we do is equally important as how we do it!

I usually find meaning almost anywhere, I build value and trust easily, and I try to make opportunities for learning and professional growth! 💯on all these things. It’s not all on the employer but at least some of it is. And certainly these are the minimums to keep talented people! Working against finding meaning and value, trust, and growth is always a lose-lose game.

They quit when work is shit, And leadership lacks wit. People survive pressure, But not ego without measure. Teams don’t walk away from grind, They leave toxic minds behind. When managers control instead of lead, Good people quietly bleed. Respect ignored. Politics rewarded. Talent exhausted. Then leadership wonders: “Why is attrition high?” 🤡 People don’t quit hard work. They quit stupid systems dressed as strategy. 🤔☺️

Early career professionals don’t need all the answers on day one. They need leaders willing to coach, communicate clearly, and create workplaces where people can grow with confidence. The businesses that invest in developing people early often build the strongest teams long term. Because strong careers — and strong businesses — are built intentionally.

Sometimes employees dismiss input from their managers because they don't think their bosses understand what it takes to succeed in their jobs. https://s.hbr.org/4cSPOoG

Rocki Howard is one of the clearest voices in the talent industry, not because she shouts louder than everyone else, but because she writes with a kind of moral precision that cuts through the noise most people mistake for insight. She writes about people as if they matter. Radical concept, I know. In a recent piece, she touched on something deceptively simple: the cost of waiting. Not waiting for approval. Not waiting for the market to shift or the economy to stabilize or your manager to finally recognize your value. The cost of waiting for yourself. I couldn’t stop thinking about it. Because I’ve watched brilliant people, people with more raw talent than most hiring managers deserve, spend years in the green room of their own career. Warming up. Reviewing their notes. Waiting for the moment to feel right. It never does. https://lnkd.in/exexCazU

“Seeking input from outsiders is not the problem; the problem is preferring external voices to internal ones. Teams quickly learn that their knowledge and ideas are not respected, and motivation gives way to disengagement — not because of the work, but because of the quiet message that they are not trusted.” The Fearless Organization, by Amy C. Edmonson. Powerful!

There are two systems in every company… Only one determines your future. The visible system: Job descriptions Performance reviews Org charts And then there’s the real one: Reputation Trust Influence Quiet advocacy Most people spend their careers trying to win in the visible system. Top performers learn to operate in the invisible one. Because that’s where decisions actually happen. 👉 In rooms you’re not in. When someone says: “I trust them. Give them more.” That’s not luck. That’s a pattern you built. Which system are you playing in right now? bit.ly/4b3qGdU