NHPCO NewsLine Summer 2021 - 12

continued
long-term perspective. Yet not all
leaders choose to take this
approach. A variety of factors can
influence a leader's decision to
stick to the status quo and avoid
bringing in a new class of leaders.
One factor can be more personal
in nature. " Baby Boomers may
have some challenge in not
understanding the value of letting
go of control, " Korte said.
" Yesterday's approach to health
care is not tomorrow's approach
to health care. You win with new
ideas; you win with diverse ideas. "
Another factor that could lead to
hesitation in investing in the next
generation is a leader's
perspective of value. When
considering new candidates to
bring into an organization, or
candidates to move up in their
career path, many put a higher
weight on experience than
potential. This often stems from
a performance-based view of
success rather than a future-thinking view. While those with less
experience may learn some hard lessons, dealing with those
consequences is an opportunity for the individual and the organization
to grow.
Additionally, there may be concern from current leadership of investing
too much time, energy, or finances into the next generation because they
may leave the organization. However, those who currently invest in their
future leaders encourage others not to let that possibility hinder them.
" Our mother always told people, 'You know you're not going to be here
forever, but I hope that this is the job you learn the most at of any other
job you have. I hope this is a job where you're really learning.' So, I
always think of it as a badge of honor when someone comes to me and
says, 'Guess what I got this awesome job offer to do something I love,' "
Bertram said.
How to Make it Work
There are countless opportunities for organizations to begin, or
improve, investing in the next generation of leaders in hospice and
palliative care, anywhere from simple to grand in scale.
Bertram talks to his team about their goals, aspirations, and dream
jobs. He provides an opportunity for people to share what they want to
learn and where they want to go. Some people will want to continue to
learn, grow, and move up into leadership positions. Others may not.
Having those conversations can help current leaders direct where they
want to invest their time and energy into developing the skills of future
leaders. Yet this must be a two-way street.
" You have to be making known that you want people to invest in your
future. You have to say 'I want to do X, Y, and Z' and go to your bosses
and see who's willing to commit, " Bertram says of next generation
leaders. " It's sort of on the manager, the senior people, to invest in the
people below - but it is a little bit on the people below to be able to
express that. "
Yesterday's approach to health
care is not tomorrow's
approach to health care.
This can also mean involving people in your organization in different
tasks and not limiting future leaders to the lane of their role. There is
value in providing the infrastructure for that support within the
organization, such as robust training programs and leadership
development opportunities. Davis utilizes a mentor structure, which
allows for peer support beyond supervisors. These can be utilized both
for current employees and interns.
12
Newsline / Summer 2021
NHPCO NewsLine Summer 2021

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