Importance of Leadership

Leadership isn’t broken by bad intentions. It’s broken by blind spots. Most toxic leadership isn’t deliberate sabotage. It’s patterns that slowly drain trust, energy, and performance from your team. Here are 9 leadership styles that kill morale — and how to fix them: 1. The Micromanager → Set clear outcomes, then step back from the process → Ask “What support do you need?” not “Have you done this yet?” 2. The Credit Taker → Name team members specifically when sharing wins publicly → Make “we achieved” your default language, never “I delivered” 3. The Ghost Leader → Block 30 minutes daily for drop-in questions without booking → Respond within 24 hours, even if it’s just acknowledgement 4. The Firefighter → Dedicate Friday afternoons to next week’s planning → Build decision frameworks so teams can act without you 5. The Favouritist → Create transparent criteria for recognition and advancement → Rotate project opportunities across the entire team 6. The Blame Shifter → Start post-mortems with “Here’s what I could have done differently” → Replace “Who caused this?” with “What system allowed this?” 7. The Perfectionist → Celebrate progress milestones, not just final delivery → Define “good enough” criteria before projects start 8. The Overpromiser → Build a two-week buffer into every deadline you commit to → Review team workload before accepting new requests 9. The Mood-Driven Manager → Take five minutes before team interactions to centre yourself → Signal stress clearly rather than letting it leak into behaviour Here’s what matters: High morale doesn’t come from perks or praise. It comes from leaders who recognise their impact and adjust accordingly. Every behaviour on this list is fixable. Start with one. Your team will notice the difference. ♻️ Valuable? Repost to share with your network. Follow me if you want to build a stronger team, faster. P.S. Curious how we help scale-ups hire offshore talent that actually stays? DM me "TALENT" and I'll share how we build high-performing teams – so you don't have to.

From White Coat to Spotlight: What Stand-Up Comedy Taught Me About Leadership (and Costco) Last weekend, I performed a stand-up set I’ve been working on for months. The writing, like most meaningful things, starts small: five minutes a day. Some days, it’s complete nonsense. Other days, a spark appears. But every day, I write—because that discipline keeps my brain curious, creatively primed, and tuned in to the absurdity and brilliance of everyday life. That mindset? It’s just as useful at work as it is on stage. When I first started performing, I felt tense—overthinking the timing, the silence, the audience's reaction. Now, I focus on just one thing each time: Maybe it’s landing a single punchline. Maybe it’s how I take the mic out of the stand. Sometimes it’s simply: connecting with he audience. That same lesson applies to leadership: -Presence beats perfection. Show up fully—even if you don’t have all the answers. People follow authenticity more than polish. -The goal is connection. Whether it’s an audience or a team, it’s not about being the loudest voice—it’s about being the most human. -Small improvements compound. In comedy, one better word can save a joke. In leadership, one better question can shift a culture. And comedy has structure. It’s not just chaos and charisma. The best jokes follow a formula: premise, setup, punchline. Define reality. Build tension. Release with surprise. Here’s an example I’ve shared on stage: I think going to the hospital is a lot like going to Costco. You show up for one thing… and leave with a bunch of stuff you didn’t need. Parking is a nightmare. You always spend more than you planned. Like my 86-year-old neighbor who went in for chest pain—came out with a UTI, a wound infection, and a newborn baby girl. Comedy has given me tools that enhance both how I live and how I lead. It keeps me honest, present, and agile. It reminds me that no matter how serious the stakes, humor helps us lead with humanity. As a Chief Operating Officer, I navigate complexity every day—clinical, financial, strategic. But it's this blend of logic and creativity, structure and spontaneity, that fuels how I lead. Whether you’re holding a mic or a mission, here’s my call to action: Embrace the things that make you different. Practice them with discipline. And lead with both heart and humor—because people remember how you made them feel. #healthcareonlinkedin #litrendingtopics #humor #standupcomedy

𝐅𝐞𝐞𝐥𝐢𝐧𝐠 𝐭𝐡𝐞 𝐰𝐞𝐢𝐠𝐡𝐭 𝐨𝐟 𝐞𝐧𝐝𝐥𝐞𝐬𝐬 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐚𝐧𝐝 𝐭𝐢𝐠𝐡𝐭 𝐝𝐞𝐚𝐝𝐥𝐢𝐧𝐞𝐬? Last week, during an Executive Presence retreat, I asked senior business leaders a simple question: 𝐻𝑜𝑤 𝑑𝑜 𝑦𝑜𝑢 𝑏𝑟𝑖𝑛𝑔 𝑝𝑙𝑎𝑦𝑓𝑢𝑙𝑛𝑒𝑠𝑠 𝑎𝑛𝑑 𝑒𝑛𝑒𝑟𝑔𝑦 𝑖𝑛𝑡𝑜 ℎ𝑖𝑔ℎ-𝑠𝑡𝑎𝑘𝑒𝑠 𝑙𝑒𝑎𝑑𝑒𝑟𝑠ℎ𝑖𝑝 𝑟𝑜𝑙𝑒𝑠? Their responses were both insightful and practical. Here are the top five creative strategies they shared: 𝟏. 𝐒𝐭𝐚𝐫𝐭 𝐌𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐰𝐢𝐭𝐡 𝐚 𝐒𝐩𝐚𝐫𝐤 One leader shared how he kicks off meetings with a fun question or a quick anecdote. It sets a positive tone and encourages open conversations. “When the room starts with joy,” he said, “we operate with more ease and confidence.” 𝟐. 𝐂𝐫𝐞𝐚𝐭𝐞 𝐁𝐫𝐞𝐚𝐭𝐡𝐢𝐧𝐠 𝐒𝐩𝐚𝐜𝐞𝐬 Another leader, managing a high-pressure team, introduced short ‘breather breaks’—just five minutes to step away from screens. “Without these pauses, stress builds up and erodes composure. Now, my team comes back sharper and more engaged.” 𝟑. 𝐌𝐚𝐤𝐞 𝐂𝐫𝐞𝐚𝐭𝐢𝐯𝐢𝐭𝐲 𝐭𝐡𝐞 𝐍𝐨𝐫𝐦 One CXO spoke about turning brainstorming into a game. “Instead of asking for solutions in a rigid format, I invite ridiculous ideas first. It removes fear, and surprisingly, the best solutions emerge from the most outrageous suggestions.” 𝟒. 𝐋𝐞𝐚𝐝 𝐛𝐲 𝐄𝐱𝐚𝐦𝐩𝐥𝐞—𝐅𝐢𝐧𝐝 𝐁𝐚𝐥𝐚𝐧𝐜𝐞 A senior leader reflected on how his internal mindset affects the team. “If they see me rushing from call to call, constantly stressed, they’ll mirror it. So I started blocking time for deep work and personal rejuvenation—and my team followed.” 𝟓. 𝐑𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐞 𝐚𝐧𝐝 𝐑𝐞𝐰𝐚𝐫𝐝 𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐢𝐭𝐲 One business head shared how she acknowledges team members who bring presence and energy to the workplace. “A simple ‘Well done’ or a quick note of appreciation creates a culture of joy and motivation.” The biggest takeaway? Playfulness isn’t just about fun—it’s a leadership tool that enhances clarity, composure, and decision-making. When leaders embrace it, teams thrive. Which of these ideas resonates with you? Share your thoughts! #ExecutivePresence #LeadershipDevelopment #WorkplaceCulture #DecisionMaking #MindfulLeadership #LeadershipGrowth #PeakPerformance #StrategicThinking #CXOInsights #BusinessSuccess

🩺 What I Didn’t Learn in Medical School – #07 “Humor is a clinical skill”. Medical school taught me to be precise. To be serious. To be focused. After all, this was life and death … and that came with weight. But somewhere between long night shifts and tense moments in the OR, I learned something that no professor had put in the syllabus: Humor is not a distraction. It’s a tool. A well-placed joke can: Calm an anxious patient Defuse tension in a critical situation Build trust in a multidisciplinary team Remind us all we’re still human beneath the PPE I’m not talking about stand-up comedy or sarcasm. I mean small, empathetic moments that reconnect people. The kind of humor that says, “I see you. And we’re in this together.” In my career - whether working in hospitals, mentoring young physicians, or now as Chief Medical Officer - I’ve seen how a smile or light comment can shift the energy in the room. It’s not about being funny. It’s about being real and making space for joy, even when things are heavy. No one taught me this in med school. But I’ve come to believe: you can be serious about your work, without taking yourself too seriously. Sometimes, healing begins with a heartbeat. Sometimes with a chuckle. What role has humor played in your practice or your leadership? Follow #WhatIDidntLearn for weekly reflections on leadership, medicine, and everything in between. #WhatIDidntLearn #FutureOfMedicine #CMOReflections #gehealthcare

Work is a serious business. Especially when you're tackling complex issues in delicate situations. But what would it take to do it with playfulness? Those who've known me for a while might say I was overly serious and intense at times - aka often - earlier in my career. It was all about the work. No time for fun or laughs until after hours or at away days. I regret doing that. Whilst I hope they'd say I was a good team mate - and leader in various roles - surely I could have done more to make work joyful and playful. Not only to have a laugh but a sense of playfulness opens up work to new: - voices. - ideas. - approaches. - learning. In his recent MIT Sloan Management Review article Scott D. Anthony refers to performing (to achieve excellence), practising (to improve a skill), and playing (to have fun - and to learn in a low risk environment). He encourages executives to 'make it safe for your teams to play around with new technologies. Give them time, the tools, and maybe some rough guidelines. But don’t set specific objectives or demand specific outcomes. Let them explore and have fun. Do it with them. Screw up. Smile. Share. You’ll be surprised by what you learn — and how it makes you hungry to learn more. It will serve you well as you navigate today’s disruptive times.' It's a great article worth reading and acting upon. It's a radical call to action for many executives who run their business with ruthless focus on short-term KPIs and a very tight process - which doesn't leave a lot of room for playfulness. Personally, I think play can play an important role when you're practising and performing too - if you're willing to take risks. What do you do to encourage playfulness in your work? #strategy #leadership #playfulness #disruption Image: Patrick George/Ikon Images from MITSR article (link below)

Do you know the trait that is often overlooked in most workplaces? A sense of humor. Think about the last time you laughed at work. How did it make you feel? Energized? More connected to your colleagues? That’s the power of humor! A light-hearted comment can turn a dry meeting into an engaging conversation. A shared laugh during stressful projects can remind everyone that they’re in it together. Humor can transform the workplace into a more dynamic and enjoyable place to be. Humor is a powerful tool, especially for leaders. It humanizes them, making them more approachable and relatable. When leaders show they can laugh, it breaks down barriers and builds trust. Having a sense of humor is not just about making jokes; it’s about creating a positive atmosphere. I’ve seen it ease tension, build stronger connections, and make tackling challenges a bit more fun. A workplace that laughs together, succeeds together. 😀

Last week, I had the privilege of facilitating a three-day leadership training for all the managers and directors of a local government agency. The day our training began, I received heartbreaking news: a family friend had died by suicide as a result of a workplace issue. The tragedy was a gut-wrenching reminder that what happens inside our organizations—and inside our people—matters deeply. It reinforced why I begin almost every leadership training with the foundation of the Step into Your Moxie® Vocal Empowerment System: developing a strong Inner Voice. When leaders don’t understand or tend to their own inner dialogue—or the voices that dominate their team members’ internal narratives—employee engagement, performance, and well-being suffer. Sometimes, the consequences are far worse. So, in this training, we lingered longer than usual on self-talk. We explored: What voices hold the mic in your head, especially during uncomfortable moments? How does that internal chatter show up in communication and leadership with team members? What do you think the people you lead say to themselves, especially when they make a mistake, receive feedback, or feel overwhelmed? And then we got practical. When we transitioned into a module on coaching direct reports through a performance improvement plan, we began with empathy mapping. Because we had spent time building intrapersonal awareness, participants were able to go deeper, to look past surface-level behaviors and identify fears, assumptions, and narratives driving their employees’ actions. We talked about how to do this in the real world, especially during 1-on-1s and more formal coaching moments. We talked about how to take these insights into everyday leadership. Participants identified the importance of: -Beginning 1-on-1s with a genuine check-in—asking how people are really doing, and gently probing when someone’s initial answer feels surface-level. -Shifting from “How do I fix this?” to “Where does this person need support?”—and staying open to the idea that what people most need may not be more training or resources, but to feel seen and heard. -Removing isolation and building trust—by creating consistent space for honest dialogue, leaders reduce stigma and strengthen the foundation for positive mental health at work. When leaders prioritize presence over perfection—and connection over correction—they help rewrite the internal narratives that so often go unchecked. This is how we create cultures where people not only perform better, but also feel safer, stronger, and more human at work. Because sometimes, the most powerful leadership skill we have is helping someone shift the voice that says they’re not enough or that they’re alone as they navigate tough times.

Teams rise (or fall) to the level of their leaders. I don’t ask anyone to match the hours I put into my job. I work as much as I do because that’s what the role demands. As executives, we’re the tone-setters. This isn’t just about hours logged. It’s about the signals we send every day: • How we show up on calls. • The energy we bring to conversations. • The professionalism in our actions, from being active on Slack to showing up to calls prepared (and not in pajamas). If we slack off, the team will pick up on it. If we don’t adhere to high standards ourselves, we can’t expect others to do the same. Being an executive doesn’t come with a hall pass to coast. A 25-year career isn’t an excuse for three-day workweeks while junior employees hustle to pick up the slack. Leadership is about modeling the behavior you want to see from others. If we want the team to meet high standards, we need to embody those standards ourselves. That means working hard, showing up prepared, and being present. When leaders push the pace, the entire organization moves faster, smarter, and better. It’s about creating a culture where excellence is the norm, not the exception.

Leadership is a silent film—your actions are the script There’s a reason the phrase “Do as I say, not as I do” has never inspired a movement, built a winning team, or turned an organization into a juggernaut. It’s because people don’t listen to what you say—they watch what you do. If words alone shaped behavior, every gym membership would be fully utilized, every New Year’s resolution would still be standing by February, & every leader would have an army of engaged employees just by giving a well-rehearsed speech. But that’s not how it works. Leadership is less about the eloquence of your words & more about the consistency of your actions. An HBR study found that employees overwhelmingly mirror the behavior of their leaders—both the good & the bad. If a leader prioritizes transparency, employees become more open. If a leader tolerates mediocrity, standards quietly drop. If a leader binge-watches Netflix at 2 p.m. on a workday, well… let’s just say the entire team is suddenly very passionate about The Office reruns. A study from Exon also found that employees feel more engaged when their leaders “walk the talk.” In other words, if you tell people that punctuality matters but waltz into meetings late like a headliner at a rock concert, your team isn’t going to take you seriously. Many companies proudly display their core values in giant, decorative fonts: Integrity. Innovation. Excellence. But the moment a leader disregards those values, they become nothing more than corporate wallpaper. • Want a culture of accountability? Start by holding yourself accountable. • Want a culture of continuous learning? Show your own willingness to learn. • Want people to treat customers like royalty? Stop rolling your eyes when a customer complaint comes in. Leaders don’t set the standard by talking about the standard. They are the standard. One of the most famous leadership case studies is from Admiral Hyman G. Rickover, known as the “Father of the Nuclear Navy.” His team didn’t follow safety protocols because of a memo or a speech—they followed them because he personally inspected every detail, down to the bolts on a submarine. His relentless attention to excellence became the blueprint for how his team operated. The result? The U.S. Navy’s nuclear fleet has had 0 nuclear accidents since its inception. That’s leadership in action. Your daily behavior sets the “unspoken rules” of your team. Not your speeches. Not your mission statements. Not even the TED Talk you made everyone watch last week. At the end of the day, leadership is like parenting. You can give the most profound life lessons, but if your kids see you eating ice cream for dinner while forcing them to eat vegetables, good luck with that strategy. Leadership works the same way. Your team takes their cues from what you do, not from what you say. If you want a high-performing, disciplined, & engaged team, start by being a high-performing, disciplined, & engaged leader. #Leadership #Management

High standards can’t survive low accountability. Not in leadership. Not in culture: Not if you want your best people to stay. Great people rarely quit the work. They quit the environment that made it harder than it had to be. They walk out because of what you tolerated. Not mistakes. But patterns. The eye-rolls you ignored. The undermining you let slide. The disrespect you didn’t address because it was “easier.” High performers don’t crave applause. They just want to believe that standards matter -and that you’ll protect them. When you reward proximity over performance, When you let culture rot from one unchecked attitude, You lose more than a teammate. You lose belief. Belief that this is a place worth showing up for. Because the best people won’t cause a scene. They’ll quietly disengage. Then quietly leave. Not out of spite. But because they’ve seen enough. Want to keep your best? Start here: ✴️ Hold the line - every time. Standards only work if they’re applied consistently, not selectively. ✴️ Protect energy, not ego. If one person drains the team and stays anyway, you just made the job harder for everyone else. ✴️ Reward what builds culture. Effort. Integrity. Team-first thinking. Make those visible. Make them count. ✴️ Lead the hard moments. Accountability is leadership in action. Silence is permission in disguise. ✴️ Back the right people, not the easy ones. The ones who show up early, think ahead, carry weight without needing a stage. Because once they stop believing in the standard, They stop believing in the leader upholding it. And when that happens, They won’t tell you. They’ll just be gone. Share your thoughts on this in the comments. ♻️ Repost to help others lead and work better together. 🔔