Opinions This is a debate post. The post expresses the writer’s views.
Much can be said about Julius Cæsar’s leadership, and he has hardly been a role model for a Scandinavian leadership style. But modern leadership theory highlights an essential success factor: He was a master at seeing his colleagues – and he did not differentiate between soldier and officer. Among other things, this led to him gaining loyal employees who would literally die for him.
It was with amazement I heard director at Finnmarkssykehuset Ole Hope advocate for tougher managers in hospitals at Spekter’s hospital conference the other day. I didn’t hear wrong. His message is also well documented in the media.
Is it really through unilateral use of force, and pushing the staff away, Hope will promote recruitment to pressured hospitals in the quite country?
Rambøll has recently commissioned by the Swedish Medical Association, a member survey was carried out on staffing among employed doctors. The results are very exciting. The doctors experience meaning and a community of colleagues. Transparency and freedom of expression in the hospitals have improved. But faith in the future is seriously weakened – and in the worst case, a foreshadowing of flight from the public health service and a significant recruitment crisis.
The news picture has the past year has been filled with stories in the wake of the campaign legermåleve . The message is that responsibility, tasks and frameworks cannot be reconciled. The doctors tell strong stories about a lack of belonging and autonomy. The stage should be set for a strong alliance between managers and employees for better frameworks – and to retain and recruit personnel in the hospitals of the future.
But Hope chooses opposite medicine. He believes the key to success is to become more self-willed. He portrays the main agreement as an effective lightning rod to be able to document dialogue before unilateral decisions are made.
Leadership is not a popularity contest, and he apparently has no problems with the framework given to him by the politicians.
Fortunately, Hope is quite alone on this message. I see more and more brave hospital managers coming forward with honest messages about how demanding the mission actually is. Neither the country’s hospital managers nor the current government can alone bear the responsibility for underfunded hospitals.
The reason for that we have come to this point is that there has not been sufficient transparency about the consequences of the budgets over time. The Health Personnel Commission has put a spotlight on the scarce resource personnel will be in the future. In other words, we cannot afford to lose anyone.
How can a hospital director with this background be fearless about “losing the wardrobe”?
The health service stands in a sectoral battle for society’s resources, a sectoral battle where we need wise leaders who inform the politicians about realities and consequences. Managers who allow themselves to be touched by strong stories from their employees. Leaders who are self-examining, honest and who invite dialogue. Helle Schøyen in Stavanger, Siri Tau Ursin in Bodø and new director in Vestfold Øyvind Bakke are examples of hospital directors who emphasize participation and involvement as part of leadership.
Management is primarily a relational dimension, a mutual relationship between you as a leader and those you lead, and a meaningful activity. Advocating the belief that leadership is a one-sided solo race is not only outdated, but also dysfunctional and destructive. Leading highly competent businesses such as hospitals makes special demands on listening – and not least using the expertise that the employees possess.
Of course you have to leaders could also make unpopular decisions and stand in the storm. Decisions neither can nor should be based on consensus. But the leaders who succeed best are those who are good at process until a final decision is made.
To be a leader in today’s hospitals is very demanding. We must be grateful to all those who choose to take the burden. But if hospital managers are to succeed with strategic management in the future, employee satisfaction must also be part of the strategy. This is the only way we can keep a strong public health service.
- This post was first published in Dagens Næringsliv.
