BLOG: Real leadership is ‘Kindness 101’
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I recently returned from the American Orthopaedic Society for Sports Medicine Annual Meeting in Denver.
In addition to learning many clinical useful bits of knowledge, I was blessed to hear Col. Dean Taylor interview retired Army Gen. Robert B. Brown about leadership. The lessons conveyed to the audience by this renowned combat veteran apply to every arena of leadership and especially to the practice of orthopedic surgery.
Trust is everything
Brown served as commander of the Army Pacific, in charge of 130,000 troops. Brown emphasized that trust is the bedrock of any leadership endeavor. No one will follow a leader in whom they simply do not trust. Importantly, trust must be built over time on a consistent record of trustworthiness. It takes considerable effort to earn the trust of a team. Consider that every action that we perform is recorded and judged in the eyes of those whom we wish to lead.
Our actions will be considered as being consistent or at odds with a character of trustworthiness. Are we true to our word and honor commitments? Do we extend common courtesies to all whom we encounter, regardless of their station in life? How we treat the environmental services worker must match our actions toward the “mega donor” before we can attain trust.
In addition, the great warrior emphasized that caring for those we lead is paramount. We will naturally trust those who express a sincere interest in our well-being. The old expression, “They don’t care how much you know until they know how much you care” was conceived first by military leaders. When our actions convey integrity and trustworthiness and, when we display genuine care for those we wish to lead, we will win the hearts and minds of our teams. A sincere inquiry about the health of a coworker’s loved ones will go a long way in communicating care and concern.
Brown additionally demonstrated care for his troops by providing them with the most comprehensive and rigorous training. The ardors of thorough and demanding preparation indeed saved many lives and was merely an expression of Brown’s concern for his soldiers’ well-being. Indeed, the hallmark of Brown’s leadership style was relentless exceptional concern for every one of his troops. When a soldier fell in battle, the highest level of respect and appreciation was expressed to the fallen warrior’s family. So great was the culture of trust under Brown’s command that he recounted a battle where he endeavored to brief the various brigades under his charge about an upcoming mission. During one briefing, he was interrupted by a sergeant who simply exclaimed, “Sir, you don’t need to say anymore. We trust you!”
Selfless service
Brown skillfully conveyed to the audience that the most effective and revered leaders were resolutely committed to a higher purpose and not self-gain or promotion. In short, the mission was everything and all interest in self-aggrandizement or recognition was continually subordinated to the higher good. Those who led with a higher purpose in mind were highly effective as leaders because the troops readily bought into the cause.
Clearly, one would naturally follow someone who is committed to a noble effort such as protecting innocent citizens from a despot. Alternatively, an overly ambitious officer who is merely acting chiefly for self-advancement will never gain full allegiance of his or her troops.
Kindness is the key
Brown said the most notable and essential feature of a true leader is kindness. In fact, he conveyed that all of the select few of his classmates at West Point who attained the supreme rank of lieutenant general were kind and caring individuals. This is in direct contradistinction to the common perception that the highest ranks of command are heartless and cold taskmasters.
Kindness conveys caring and a servant’s heart. Brown emphasized that in essence, those who least desired promotions in fact were exactly the ones granted them. Kindness, concern for others and absolute commitment to a higher purpose is the essence of the “right stuff” and will be recognized in time.
At the end of the revered leader’s comments, it was evident to the audience that Brown was a man of true character and the highest grade of honor. He exuded humility and kindness and exhibited a love for his country that was palpable. His concern for the well-being of his soldiers above his own ambition was evident from the onset. Indeed, after his remarks, I would follow this man in battle to the ends of the earth.
Application
The following are some questions we can ask ourselves based on the leadership lessons from Brown:
- Do we invest in gaining the trust of others, whether it be the office staff, nursing team or colleagues? In other words, do we convey character with our daily actions?
- Do we communicate that we are first and foremost interested in the well-being of our patients rather than self-recognition or accolades?
- For those of us in teaching roles, do we care enough for our pupils to ensure that they will succeed? Do we hold them to a high standard so that they can flourish in “battle”?
- Are we kind to patients, staff and yes, even administrators? Where there is kindness, there is respect and where there is respect, there lies the ability to effect influence.
When we “sign up”’ for a vocation in orthopedic surgery, we assume the reigns of leadership for our care team. When we incorporate the timeless principles of leadership both articulated and enacted by Brown, we can lead our health care teams to exceptional success and most importantly to “four-star general grade” patient care.
For more information:
John D. Kelly IV, MD, is a professor of orthopedic surgery at the University of Pennsylvania and can be reached at john.kelly@pennmedicine.upenn.edu.
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