On Leadership

Failure on a book chapter results in a personal treatise on pragmatic, ethical leadership in veterinary medicine.

Last year, I was asked by the venerable Lowell Ackerman to write a chapter on AI for Blackwell’s Five-Minute Veterinary Practice Management Consult.

Unequivocally, I blew it. And the chapter I wrote on leadership was not formatted correctly and will not be used. I’d love to have another shot at it someday, although, given my performance and communication this year, I think I wouldn’t trust me to write my own name.

Bummer. Admittedly, I’ve had a tough time getting my act together this year. Having a hospital to run is one thing, having a newborn to parent is another. I’m not sure I’ve done either of them all that well, but the hospital still stands and the kid is alive. So I’m treating both as successes. The writing for Dr. Ackerman’s Blackwell’s textbook? Not so much.

However, it does mean that I can do whatever I want with the more than four thousand words I penned on leadership. The practice of leadership is something I study with the same rigor with which I study medicine and surgery. I take it seriously, and I take it personally.

While this endeavor for Blackwell’s was a failure, it seems a waste of time to wallow in my own shame and self-loathing. I badly fumbled the project overall, but I think the work done was decent.

The ship of Theseus, with some coaxing, by ChatGPT. Usually used to discuss identity, I think it works as a metaphor for leadership as it allows for change while maintaining function, allows for evolution while maintaining identity.

What follows is what I submitted and unedited from the original, and it remains in the incorrect and unusable format. It needs more thorough citations, more real-world examples, and probably some discussion questions to be a proper academic work. Maybe I’ll add them someday.

For now, enjoy what amounts to my personal treatise on leadership.

On Leadership

1. Understanding the Fundamentals of Leadership

   1. Defining leadership

      1. Leadership is the process of making people and situations better.

      2. Effective leadership is often the difference between success and failure, between a team that thrives and one that flounders.

      3. Leadership is not an innate quality, but rather a set of skills and practices that can be studied, developed, and continuously improved.

         1. This is the core premise of the field of leadership development.

      4. The study of leadership is a broad and deep field, with reach into fields from psychology, philosophy, sociology, business, and organizational behavior, to name a few.

      5. This chapter will focus on summarized concepts distilled for review rather than in-depth study. This is not meant to be an exhaustive review of leadership.

   2. Key leadership theories and approaches

      1. Trait Theories

         1. Trait theories focus on identifying innate qualities and characteristics possessed by great leaders. These theories suggest that certain traits, such as intelligence, self-confidence, determination, integrity, and sociability, are common among successful leaders.

         2. While this theory has been critiqued for not considering the impact of situations and followers, it offers insight into the personal attributes that can contribute to leadership effectiveness.

      2. Behavioral Theories

         1. In contrast to trait theories, behavioral theories focus on what leaders actually do rather than on their inherent qualities. These theories look at the specific behaviors and actions of leaders and how they impact follower performance and satisfaction.

      3. Contingency Theories

         1. Contingency theories emphasize the importance of context in leadership, suggesting that the optimal course and leadership approach depends upon the situation and that effective leaders adapt their approach to fit the needs of their followers and the demands of the environment.

         2. Examples of contingency theories include:

            1. Fiedler’s Contingency Model

            2. Hersey and Blanchard’s Situational Leadership Theory

            3. House’s Path-Goal Theory

      4. Transformational leadership

         1. Transformational leadership is relatively recent language to describe a style that focuses on how leaders can inspire and motivate followers to achieve extraordinary outcomes.

            1. Transformational leaders are known for their charisma, inspiration, intellectual stimulation, and individualized consideration. They seek to raise followers' awareness of important issues, shift them to higher-level needs, and inspire them to transcend their own self-interests for the good of the organization.

            2. Also known as “Great Man Theory” of leadership.

            3. It is the opinion of this author that the concept of a transformational leadership is largely aspirational, if not altogether mythological.

   3. Traits and characteristics of effective leaders

      1. This is a list of examples, not meant to be exhaustive.

      2. Integrity

         1. Effective leaders are consistently honest, ethical, and principled in their decisions and actions. It is crucial to lead by example in order to build trust and credibility with teams.

      3. Vision

         1. Leaders often have a clear, compelling vision for the future. They can articulate this vision in a way that inspires and motivates.

      4. Empathy

         1. Leaders must demonstrate genuine care and concern for their team members. They seek to understand others’ perspectives, feelings, and needs.

      5. Courage

         1. Leaders take thoughtful, calculated risks, make tough decisions, and have difficult conversations when necessary. They face challenges with determination and resilience.

      6. Adaptability

         1. A leader must be agile and flexible to adapt or pivot strategies when needed, learn from failures, and navigate new circumstances.

      7. Humility

         1. While confident, leaders must also have the self-awareness to recognize their own limitations and mistakes, an openness to feedback, a willingness to learn from others, and quick to give credit to colleagues.

      8. Decisiveness

         1. Leaders must be able to analyze information, weigh complex circumstances, and make clear, timely decisions. They must understand that indecision might be worse than an imperfect course of action.

      9. Communication

         1. Leaders are skilled communicators, they listen actively, speak clearly and persuasively, and endeavor to adapt their communication style to their audience.

2. Developing Self-Awareness as a Leader

   1. Self-awareness is a critical foundation for effective leadership, without a deep understanding of your own strengths and weaknesses, acuities and blind spots, leadership will be difficult.

   2. Identifying personal strengths, weaknesses, and blind spots.

      1. Reflect on past experiences, both successes and failures, what skills or qualities helped you succeed? Which did not help, or even contributed to failure?

      2. Seek candid feedback from trusted colleagues, mentors, or friends. Ask for specific examples of when you’ve demonstrated competence or revealed an area for improvement.

      3. When considering this feedback, are there consistent patterns or themes that emerge?

      4. Pay attention to your own emotional reactions. Do certain situations or circumstances consistently trigger you? These can help to identify blind spots and can lead to the strengthening of once weaker areas.

      5. Consider taking a personality or strengths assessment (i.e. Myers-Briggs Type Indicator, StrengthsFinder, etc)

         1. In this author’s opinion, leaders should avoid overvaluing personality diagnostics.

            1. These should not be used as the sole or predominant determinant for hiring or advancement decisions. Nor should they pigeonhole your own self-image.

            2. Every diagnostic is limited, do not fall victim to the McNamara Fallacy.

            3. The complexity of human behavior, experience, grit, drive, passion, effort, attitude, and learning cannot be quantified by a personality assessment.

   3. Understanding personal values and leadership philosophy

      1. Your values and personal leadership philosophy will guide your decisions and actions. To develop clarity in these areas:

         1. Reflect on the leadership and individuals you admire, what qualities or principles do they embody?

         2. Consider your own peak experiences and proudest moments, what values were you honoring in those situations?

         3. Think about times when you’ve felt conflicted or dissatisfied in your leadership, were any of your values being compromised?

         4. Articulate your core values. What principles are non-negotiable for you?

         5. Develop a personal leadership philosophy statement. This brief articulation of your approach to leadership your core values, and what you aspire to as a leader.

   4. Emotional Intelligence and Mental Health

      1. Emotional intelligence (sometimes called EQ) refers to the ability to understand your own emotions and to recognize and influence the emotions of others, developing emotional intelligence is a crucial skill for leaders.

      2. Key components of emotional intelligence include:

         1. Self-awareness: the ability to recognize your own emotions and how they impact your behavior.

         2. Self-regulation: the ability to control impulsive feelings and behaviors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances.

         3. Motivation: A passion to work for reasons beyond money or status; a propensity to pursue goals with energy and persistence.

         4. Empathy: the ability to understand the emotional makeup of others; the skill in treating people according to their emotional reactions.

         5. Social skills: proficiency in managing relationships and building networks; often, an ability to find common ground and build rapport.

      3. Mental Health

         1. Mental health is a state of well-being in which an individual realizes their own abilities, can cope with the normal stresses of life, can work productively, and is able to make a contribution to their community.

            1. It is not merely the absence of a diagnosed mental disorder, but rather the presence of positive characteristics.

         2. It is the opinion of this author that effective and authentic leadership cannot be sustained in the absence of mental health.

         3. Key components of mental health include:

            1. Emotional well-being

               1. The ability to manage and express emotions appropriately.

               2. Having a positive outlook on life.

               3. Having self-esteem and self-acceptance.

               4. Being able to laugh and have fun.

               5. Being able to form and maintain satisfying relationships.

            2. Psychological well-being

               1. Having a sense of contentment

               2. Growing as a person, developing your potential

               3. Being open to new experiences

               4. Having a sense of meaning and purpose in life

               5. Being able to make decisions and take responsibility for your life

            3. Social well-being

               1. Having satisfying relationships and social support

               2. Being able to adapt to social situations

               3. Having a sense of belonging and connection to a community

               4. Being able to balance personal needs with the demands of the social world

            4. Cognitive well-being

               1. Being able to think clearly, reason objectively, and see things in perspective

               2. Being open-minded and flexible in thinking

               3. Being able to learn and apply new skills

               4. Being able to solve problems and make decisions

            5. Physical well-being

               1. Taking care of your physical health through nutrition, exercise, sleep, and preventative care

               2. Managing stress effectively

               3. Avoiding harmful habits

         4. It is the personal opinion of this author that mental and physical health should be a priority for everyone, especially leaders, and that professional medical advice and endeavors to strengthen mental health should occur regularly and, if possible, prior to the expression of signs of pathology.

3. Building and Leading Teams

   1. Creating a team culture

      1. As a leader, you are the primary architect of your team's culture. Your actions, decisions, and behaviors set the tone and establish the norms for how the team operates.

      2. To consciously shape a positive, high-performing culture:

         1. Articulate and embody the values and behaviors you want to see in the team.

         2. Consistently communicate the team's purpose, goals, and expectations.

         3. Celebrate and reinforce behaviors that align with the desired culture.

         4. Address and redirect behaviors that undermine the culture.

         5. Create rituals and traditions that foster a sense of identity and belonging.

         6. It is important to protect the team’s culture and individuals, at times that means isolating or removing team members who do not support the mission and/or enhance the culture.

      3. Remember, culture is created through the accumulation of everyday actions and interactions. It requires ongoing attention and stewardship from the leader.

   2. Fostering collaboration and trust

      1. Collaboration and trust are the foundation of any high-performing team.

      2. To cultivate these qualities:

         1. Model vulnerability and openness as a leader.

         2. Create psychological safety by welcoming diverse perspectives and making it safe to take risks and make mistakes.

         3. Encourage open, honest communication and constructive conflict.

         4. Build relationships and understanding through team-building and activities (i.e. group-learning activities)

         5. Consistently demonstrate reliability, competence, and benevolence in your own actions to build trust.

      3. Trust and collaboration are reciprocal. As a leader, it’s up to you to set the stage for these qualities to flourish.

   3. Delegating effectively and empowering others

      1. Delegation and empowerment are essential for developing your team members.

      2. Effective delegation involves:

         1. Clearly communicating the desired outcome and parameters of the task.

         2. Ensuring the person has the necessary skills, resources, and authority to complete the work.

            1. It is crucial to impart the person with authority, though it is often hard to part with.

         3. Providing appropriate support and check-ins while avoiding micromanagement.

         4. Allowing room for the person to approach the task in their own.

            1. See above note regarding avoidance of micromanagement.

         5. Giving credit and recognition for successful completion.

            1. Allow successes to have a long-lasting impact. Avoid the “what have you done for me lately” mentality.

   4. The Mythology of “Fit”

      1. Neither every leader nor every follower will fit in every circumstance or situation.

      2. The idea of “fit” in hiring and team construction is often misunderstood and overemphasized. While it’s important for team members to align with the organization’s values and have complementary skills, an overemphasis on fit can lead to homogeneity and stagnation.

      3. The most innovative and adaptive teams are those that embrace diversity of thought, background, experience, and perspective.

         1. Challenging the status quo means creating fresh ideas and avoiding groupthink.

      4. As a leader, it’s important to look beyond surface-level fit and to actively seek out and include diverse voices on your team. This requires creating an inclusive environment where team members feel valued and able to contribute their unique strengths.

   5. Talent vs. Success

      1. There’s frequently an assumption that talent equates to success, and that assembling a team of high-performers will result in successful outcomes. But individual talent is only a piece of the puzzle.

      2. Success is heavily influenced by factors like teamwork, communication, shared vision, operational excellence, and adaptability.

         1. A team of elite players who cannot work together effectively will likely be outperformed by a cohesive, collaborative team with a diversity of skills and experiences.

      3. As a leader, your responsibility is to channel and direct the talents of your individual team members toward a common goal. This necessitates creating conditions for the team to perform as a unit.

   6. Excellence vs. Perfection

      1. The pursuit of excellence is worthwhile and admirable, utterly necessary for high performance. But when taken to an extreme, it can morph into perfectionism.

      2. Perfection is rarely possible and can lead to analysis paralysis, risk aversion, and burnout. It can prevent teams from learning from failures, iterating toward better solutions, and accomplishing the tasks at hand.

      3. Leaders must model and cultivate a growth mindset valuing learning, effort, and continuous improvement over flawless execution, creating a culture where it’s okay to experiment.

         1. Making mistakes and course corrections are necessary for any successful endeavor.

   7. Process vs. Product

      1. There is often tension between “process” (how the work gets done) and “product” (the final result).

         1. Emphasizing one over the other can lead to a failure of both.

         2. A singular focus on the product can lead to cutting corners, burnout, and unsustainable practices

         3. An overemphasis on the process can lead to bureaucracy, slowness, and a loss of adaptability.

      2. The most effective teams are those that strike a balance.

         1. Clear, efficient, adaptable processes are in place,

         2. While remaining flexible and outcome-oriented.

      3. The leader’s role is to continuously help the team find this balance, it is an active, dynamic process in veterinary medicine.

         1. Process is used as a tool to enable consistency and scalability, but don’t let it become an end in itself.

4. Communicating as a Leader

   1. Articulating vision, strategy, and direction

      1. One of the primary roles of a leader is to set the course for their team or organization. This involves developing a clear, compelling vision for the future, crafting a strategy to achieve that vision, and communicating it in a way that engages and aligns everyone toward a common goal.

      2. When articulating vision and strategy, it's important to:

         1. Paint a vivid, inspiring picture of the future you want to create

         2. Clearly explain the reasoning and benefits behind the strategy

         3. Connect the vision and strategy to the team's values and purpose

         4. Break it down into actionable steps and milestones

         5. Communicate it consistently and frequently through multiple channels

      3. The best leaders are able to communicate a vision and strategy in a way that not only informs but also inspires. They tap into people's emotions and desires, making them feel part of something meaningful and exciting.

   2. Giving and receiving feedback

      1. Effective leaders understand the power of feedback as a tool for growth and improvement, both for themselves and for their team members. They make feedback a regular, integrated part of their leadership approach.

      2. When giving feedback, great leaders:

         1. Focus on specific, observable behaviors rather than general traits

         2. Balance positive reinforcement with constructive criticism

         3. Deliver it in a timely, private manner

         4. Frame it as an opportunity for growth and development

         5. Follow up to support the person in implementing the feedback

      3. Equally important is the ability to receive feedback gracefully. The best leaders actively seek out feedback, listen to it without defensiveness, and view it as a gift for their own learning and growth. They model openness and vulnerability, fostering a culture where feedback is welcomed and valued.

   3. Adapting communication style to the audience

      1. Great leaders recognize that there is no one-size-fits-all approach to communication. They adapt their style and method to best fit the needs, preferences, and context of their audience.

      2. This involves:

         1. Understanding the communication styles of your team members

         2. Adjusting your tone, language, and level of detail accordingly

         3. Choosing the most effective medium for the message (e.g., email, face-to-face, group meeting)

         4. Being attuned to cultural differences in communication norms

         5. Flexing between directing, discussing, and delegating based on the situation

      3. Leaders who can skillfully tailor their communication are able to build stronger relationships, prevent misunderstandings, and get their message across more effectively.

5. Leading Change and Innovation

   1. Identifying opportunities for positive change

      1. Effective change leaders are proactive, not reactive. They continuously scan the internal and external environment for opportunities to improve, innovate, and create value. This involves:

         1. Staying attuned to industry trends, customer feedback, and competitive moves

         2. Encouraging a culture of curiosity, learning, and idea-sharing

         3. Challenging the status quo and asking, "What if?" or, "How might we?"

         4. Looking for ways to simplify, streamline, or automate processes

         5. Seeking out diverse perspectives and ideas from inside and outside the organization

      2. The best change leaders don't wait for opportunities to come to them. They actively seek them out, and they empower their teams to do the same. They create an environment where people feel safe to speak up, challenge assumptions, and propose new ideas.

   2. Overcoming resistance to change

      1. Change is hard. Even when the benefits are clear, people often resist change because it requires them to step out of their comfort zone, learn new skills, or change long-standing habits. As a change leader, a key part of your role is to anticipate and mitigate this resistance.

      2. Strategies for overcoming resistance include:

         1. Communicating the "why" behind the change clearly and compellingly

         2. Involving people in planning and implementing the change

         3. Providing training, resources, and support to help people adapt

         4. Celebrating short-term wins and milestones to build momentum

         5. Addressing concerns and fears with empathy and transparency

      3. Resistance often stems from fear of the unknown or lack of understanding. The more you can involve people, communicate openly, and support them through the transition, the more likely they are to embrace the change.

   3. Encouraging creative problem-solving

      1. Innovation requires creativity. To foster innovation, leaders must create an environment that encourages creative problem-solving.

      2. This means:

         1. Giving people the autonomy and resources to experiment and take calculated risks

         2. Providing training in creative thinking techniques

         3. Encouraging cross-functional collaboration to spark new ideas

         4. Celebrating and rewarding creative ideas, even if they don't always work out

         5. Modeling curiosity, experimentation, and learning from failure

      3. The most innovative organizations are those where creative problem-solving is not just encouraged but expected. Leaders in these organizations understand that innovation is everyone's job, and they create the conditions for creativity to flourish.

6. Developing as a Leader

   1. Seeking feedback and self-reflection

      1. Self-awareness is the foundation of leadership development. Without a clear understanding of your strengths, weaknesses, values, and impact on others, it's difficult to grow and improve. Two powerful tools for building self-awareness are seeking feedback and engaging in regular self-reflection.

      2. Seeking feedback involves:

         1. Proactively asking for input from your manager, peers, team members, and other stakeholders

         2. Using 360-degree assessments or other formal feedback tools

         3. Creating a culture of open, honest feedback on your team

         4. Listening to feedback with an open mind and a growth mindset

         5. Acting on feedback to demonstrate your commitment to growth

         6. Get a coach

      3. Self-reflection is the practice of stepping back to examine your thoughts, feelings, and actions. It involves asking yourself questions like: What went well? What could I have done better? What did I learn? What do I want to do differently next time? By building habits of self-reflection, you gain invaluable insights into your leadership practice.

   2. Engaging in Continuous Learning

      1. The pace of change means that what worked yesterday may not work today. To stay effective, leaders must be continuous learners.

      2. This involves:

         1. Reading books, articles, and research on leadership and your industry

         2. Attending workshops, conferences, and training programs

         3. Seeking out mentors and learning from their experience

         4. Taking on stretch assignments and roles that push you out of your comfort zone

         5. Reflecting on your experiences and applying your learning

      3. The most effective leaders are those who approach every experience as an opportunity to learn and grow. They cultivate a growth mindset, seeing challenges as opportunities to develop rather than threats to their ego.

   3. Building a Support Network

      1. Leadership can be a lonely and challenging role. Having a strong network of support is crucial for your well-being and success.

      2. This support network might include:

         1. Mentors who can offer guidance and advice

         2. Peers who can provide support and perspective

         3. Friends and family members who can offer personal support

         4. Professional associations or communities where you can connect with other leaders

         5. Mental health professionals who can offer expert advice and support

      3. Building and maintaining these relationships takes time and effort, but it's an investment that pays off in terms of your resilience, effectiveness, and overall well-being as a leader.

7. Leadership in Adversity and Crisis

   1. Leading in high-stakes, high-pressure situations

      1. High-stakes, high-pressure situations are a test of a leader's resilience, decisiveness, and adaptability.

      2. In these moments, leaders must be able to:

         1. Stay calm and focused in the face of chaos and uncertainty

         2. Make tough decisions quickly based on incomplete or rapidly changing information

         3. Communicate clearly and confidently to provide direction and reassurance

         4. Adapt strategies and plans as the situation evolves

         5. Take care of themselves and model self-management to avoid burnout

      3. The best leaders in a crisis are those who can balance decisiveness with flexibility, and who can project a sense of control and certainty even when they themselves are navigating uncharted territory.

   2. Making difficult decisions with limited information

      1. In a crisis, leaders often have to make high-consequence decisions with limited, ambiguous, or constantly changing information.

      2. This requires:

         1. Rapidly gathering and assessing available data and relevant expert opinions

         2. Identifying and weighing potential risks and trade-offs

         3. Considering the short- and long-term impact of decisions

         4. Making the best decision possible given the information available

         5. Prepare to adjust course as new information emerges

      3. Leaders in crisis must be comfortable with ambiguity and uncertainty. They need to be able to make decisions based on their best judgment and the information at hand, while also being open to changing those decisions as the situation evolves.

   3. Communicating effectively in a crisis

      1. Effective communication is always important in leadership, but it becomes absolutely critical in a crisis.

      2. Leaders must be able to:

         1. Clearly and honestly explain the situation and its implications

         2. Outline the actions being taken to address the crisis

         3. Provide regular updates as the situation unfolds

         4. Express empathy and understanding for how people are being impacted

         5. Offer hope and a vision for moving forward

      3. In a crisis, people look to leaders for information, direction, and reassurance. Leaders who communicate with transparency, empathy, and confidence can help calm fears, build trust, and mobilize people to work together towards solutions.

   4. Maintaining morale and motivation in the face of setbacks

      1. Adversity and crisis can take a heavy toll on morale and motivation. People may be dealing with fear, uncertainty, loss, and disruption to their normal routines.

      2. In these times, leaders play a crucial role in maintaining morale and motivation by:

         1. Acknowledging and validating people's feelings and concerns

         2. Reminding people of their strengths and past successes in overcoming challenges

         3. Celebrating small wins and progress

         4. Connecting people's work to a larger purpose and mission

         5. Modeling resilience, optimism, and a focus on solutions

      3. Leaders who can maintain morale and motivation in tough times help create a sense of psychological safety, community, and shared purpose that can carry an organization through even the most difficult challenges.

   5. Resilience and Learning from Failure

      1. No leader navigates a crisis perfectly. Setbacks and failures are inevitable.

      2. What distinguishes great leaders is their ability to bounce back from these setbacks and to learn from them. This involves:

         1. Acknowledging and owning mistakes or missteps

         2. Conducting honest post-mortems to identify lessons learned

         3. Sharing those lessons with others to enable collective learning

         4. Reframing failures as opportunities for growth and improvement

         5. Maintaining a growth mindset and a commitment to continuous learning

      3. Leaders who can model resilience and learning in the face of failure create a culture of psychological safety, innovation, and continuous improvement that strengthens their organizations' ability to weather future crises.

8. Leadership at its End

   1. When a leader reaches the end of their tenure, whether due to retirement, a career move, or other circumstances, it's an opportunity to consider their legacy and lasting impact. Some key themes you might touch on:

   2. Reflection on accomplishments and challenges:

      1. Look back on the key milestones, successes, and difficult moments during your leadership. What are you most proud of? What were the toughest lessons learned? How did you and the organization grow and change?

   3. Gratitude and recognition:

      1. Acknowledge the people who supported, challenged, and inspired you along the way. Highlight the contributions and growth of your team members. Express appreciation for the opportunity to have led and the trust placed in you.

   4. Passing the torch:

      1. Discuss the process of transitioning leadership to your successor. How have you worked to set them up for success? What advice and insights do you want to impart? Express your confidence in their ability to lead the organization forward.

   5. Hopes for the future:

      1. Share your vision and hopes for the organization's continued success. What do you believe are the key opportunities and challenges ahead? How has your leadership positioned the organization to thrive in the future?

   6. Personal growth and next steps:

      1. Reflect on how the leadership experience has shaped you personally and professionally. What have you learned about yourself? How will you carry these lessons forward? If appropriate, share your excitement for what's next in your own leadership journey.

      2. The tone of your conclusion should be one of reflection, gratitude, and optimism. It's a chance to cement your legacy, appreciate those who have been part of the journey, and look ahead with hope and confidence in the organization's future.

      3. The end of your leadership role doesn't diminish the impact you've made. Your influence will continue to ripple through the people you've led, the culture you've shaped, and the direction you've set. Ending well is a crucial part of the leadership journey.