Bookshelves are filled with texts on how to become a better leader. Some books suggest imitating leaders from the distant past, including such figures as Attila the Hun and Robert E. Lee. While one may glean snippets of knowledge from such sources, the modern workplace is very different from the plains of Mongolia or the hills of Gettysburg. Modern workers are highly educated, tuned into the world through CNN and capable of voting against a bad boss with their feet. Modern organizations are very complex and the production of products and services requires increasing levels of technical knowledge. Above all there has been an explosion of information and the world is now connected, and made one community, by electronic marvels like the internet. Waving swords and battle flags is more likely to lead to arrest than to success.

Leading healthcare professionals, who are called knowledge workers because we need what is their head more than we need their muscles, is a little like herding cats. Healthcare professionals expect communication and prefer participation. Even the modern Marine Corps requires a much more sophisticated form of leadership than a shouting drill instructor. It is doubtful that Attila the Hun or Robert E. Lee would be a great leader in any modern company. To succeed they would require all of these:

1. The ability to think of organizations as systems.
2. The ability to understand that real events exhibit high levels of variability.
3. An understanding that change is constant and that no organization can stand still without going backwards.
4. The ability to build and manage teams that have a laser-like focus.
5. The ability to be a performance manager and coach for individuals and for teams.
6. The capacity to formulate a vision for the future of the organization (or team).
7. The ability to analyze trends, solve problems and make appropriate decisions.
8. The continuing refinement of emotional competency.
9. The ability to communicate to superiors, peers and followers.
10. Continually building  resilience to adversity and thus the ability to bounce back from disappointment.

For the new leader, pursuit of excellence, in these ten areas, must be a continuing effort. The goal is mastery, so as each new skill is developed there will always be a higher level to which the leader can strive.

In no area is this more important than in healthcare. There has been a trend since the 80s to  turn healthcare into a commodity and to sell life and death like beads in a bazaar.

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