Too often team meetings feel draining. But what if they accelerated the progress they often stifle? Managers can take a page from the startup world, where “mastermind meetings” are all the rage. Entrepreneurs routinely sign five-figure checks for the...

In this conversation with SoundPractice co-host Cheryl Toth, Thomas Zoch, MD, Vice President of Care Management-Clinical at Ascension Wisconsin talks about his leadership philosophy and the use of morning huddles to engage physicians and staff from a...

In this article, we discuss the personal traits and key behaviors that physician leaders must adopt to be effective in team-based management models.

This final installment of the four-part series addresses how leaders can overcome risk aversion and fiscal austerity to advance a business case for improving quality.

High-performance teamwork is based on a trusting relationship between a team leader and the team members. Job crafting is a way to communicate that their leader cares about them individually, which supports trust.

“Two heads are better than one.” It’s a familiar expression—and one that businesses might want to heed. The authors’ study of 87 companies led by co-CEOs showed that those firms tended to generate better returns than did peer companies with a sole CE...

How can employers do a better job hiring and keeping young workers? New research from interviews with workforce development specialists focusing on young workers (particularly young workers of color) filling core production tasks in factories, health...

Research has shown that consensus-based problem-solving groups are often where innovative ideas go to die. These groups are highly prone to groupthink — quick agreement around status quo solutions with little discussion or deliberation. So how can ma...

When building your team, consider how the individuals combine to meet the four attributes of effective teams.

Although effective physician–patient communication is linked to beneficial outcomes for patients and providers alike, healthcare systems have yet to adopt a standard framework for building physicians’ communication competency.

The authors present three common but potentially problematic assumptions that underlie the leadership development paradox and strategies for leaders to overcome those blind spots.

This article describes the features of high-impact coalitions and sets out five principles that make the difference between success and failure.