Soft Skills Help in Building a Team of Leaders (Podcast)

For a leader who went into medicine in part so he could relate directly with people, the implicit call to coach team members along their own leadership journey is a welcome part of the job. And to do that work successfully requires a one-on-one approach, says Conor Delaney, MD, PhD, CEO and President, Cleveland Clinic Florida.

In a conversation with Brian Bolwell, MD, for the podcast “Beyond Leadership,” Dr. Delaney explains that mentoring new leaders takes time, discussions and personal coaching.

Helping others to reach their leadership goals also requires intention.

“You have to structure it. It doesn’t just happen,” Dr. Delaney says. “You have to knock down barriers for them. And that’s one of the things that becomes very important to [ask], ‘How can I help you succeed?’ Or ‘How can I help you complete some operational tasks?’ It’s about being with them and asking the questions and being present, and reaching out to them in formal phone calls and being approachable.”

All of this consumes time and energy, and Dr. Delaney believes that leaders have to manage themselves well, too, from scheduling to personal health and other details.

“But coaching and managing the team is one of the most fun parts and greatest opportunities of leadership,” he says.

Podcast excerpt

Dr. Bolwell: How do you take a team that may be reluctant to go from Point A to Point B, and get them to join the club?

Dr. Delaney: First, I think it’s important to recognize upfront that it’s not always going to be possible for everybody. That’s not necessarily the person, but sometimes the structure of their workplace. Or think of private group who are doing some sessions at a hospital, whose incentives are just very different.

Putting that aside, I think it comes down largely, Brian, to … fostering your team and the people, and your relationships with those people and teams, so that they trust you. We were lucky enough, and are lucky enough with what we do, to start with very strong teams, but it’s always important to be adding talent to that team.

And then, I think, you’ve got to do a lot of work trying to inspire them around the vision and the reason for change. And that’s not just a quick email saying, “Hey, we’re going to do this because…” You’ve got to meet people, and you’ve got to talk to them, and you’ve got to try and engage them.

And then, as you go through it, you’ve got to support them, and you’ve got to mentor them, and you’ve got to coach them. And then, you also have to create a space where they can be able to give you honest and open feedback. And, I think, that’s critically important because often when we think we’re driving change for a certain reason, the people… who are often doing it often know better, or have better ways of doing it. Those things around team become very important in managing change.