How Regulated Book Editor Experiences Build the General Managers We Need For Advanced Healthcare Technologies with Privacy & Cybersecurity Built In
One of the many benefits to a leader and their organization of becoming a successful book editor (if said books are STM academic grade books); serving as book editor is a master class in general management. While not emphasizing financial management, it does hone team building and performance, legal, technical, clinical, compliance, and full solution lifecycle and go to market skills. As series editor, I use my book series as an operating platform towards my achievable goal of building 50 leaders who can become general management material by my 50th birthday. Why am I doing this? Because building in privacy and cybersecurity with technical #innovation that delivers real results to clinicians and patients like we work to do Medigram, Inc. requires massive amounts of extraordinary leadership across a constellation of people and coalitions to align and activate siloed subject matter experts of a dizzying array of needed domains. What do you think would happen if you stuffed doctors, nurses, administrators, engineers, lawyers, cybersecurity specialist, IT staff, and informaticist in a conference room? Probably nothing without exceptional general management which is why it must be built. While working group members in our book series are developing themselves towards greater levels of general management mastery and confidence, they also get to enjoy the prestige of being affiliated with one of the top three academic publishers in the world along with Oxford and Cambridge, Taylor & Francis Group .
In this prior blog with foreword author Edward Marx of our two foundational books, Mobile Medicine and Advanced Health Technology we explained why industry leaders recognize the importance and rise of the advisory role called series editor in driving the needed evolution of healthcare IT.
As a side note, I aspire to in the future build a larger and diverse (by training, age, demographics) high performing corporate board for Medigram. At the same time, I will require that those board candidates be able to stand on the foundation of proven leadership capability in a team based and regulated environment. I want to see that they've successfully recruited, designed, stood up and run constellations of teams. One way they can show this is through building successful highly regulated books as editors composed of overseeing multiple teams of multiple disciplines with multiple similar orchestration, management, and leadership experiences with visible commercial success. The latter says not just that they could build the team to build the thing but also that they understood how to co-define and drove for success for all involved.
Check out these great tips from this HBR article on the most common skill deficits for effective general management:?
Consistent leadership challenges are cited by the article:
Stepping up to higher levels of leadership requires six key skills, according to the managers in our data set:
Great tips in the article?
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1. Measure high potentials against specific competencies to help expand their leadership style.
While most high potentials have experience managing small teams, their next career step will likely involve leading larger teams, where they won’t have the ability to regularly interact with every team member. As high potentials step up to leading at scale and scope, they must create the conditions that enable the team to operate effectively without their daily presence. This involves developing the operational platforms and incentives to reinforce positive behaviors; supporting and cultivating a vibrant and healthy culture; and creating a context that enables team members to grow, develop, and produce.
Managers can support this effort by tracking high potentials’ progress against key leadership competencies, such as team management, relationship building, and communication. In particular, a high potential’s ability to lead effective teams, inspire and motivate others; they must also excel at communicating at scale and scope. This requires demonstrating confidence, conviction, and clarity.
2. Help high potentials increase their emotional intelligence.
As one moves up in their career, they must often rely on others to get the work done, and that requires trust, support, and guidance. In essence, it requires emotional intelligence, and two central tenets of emotional intelligence that are critical for high potentials are self-awareness and empathy
3. Encourage a learning mindset.
Moving from a core technical or specific functional area to a general management role requires high potentials to see how various functions interact and how their organization’s strategic imperatives are influenced by and influence the prevailing contextual landscape.
Does the effectiveness of your work hinge on exceptional general management? If it does, what is your plan to build that capability for yourself and for your ecosystem? Tell us in the comments.
By?Sherri Douville, CEO at Medigram, the Mobile Medicine company.?Recognized in 8 categories of top CEOs by Board Room Media?(Across?SMS, mHealth, iOS, IT, Database, Big Data, Android, Healthcare).?Top?ranked medical market executive worldwide?and #1 ranked in?mobile technologycategories (mhealth, iOS, Android), #1–2 (on any given day) for the?cybersecurity?market in the U.S. on?Crunchbase. Best selling editor/author,?Mobile Medicine: Overcoming People, Culture, and Governance?&?Advanced Health Technology: Managing Risk While Tackling Barriers to Rapid Acceleration,?Taylor & Francis;?Series Editor?for Trustworthy Technology & Innovation + Trustworthy Technology & Innovation in Healthcare. (contracted to advise top academic and professional education publisher Routledge, Taylor & Francis).
Sherri is the co-chair of the?IEEE/UL?JV for the technical trust standard SG project for Clinical IoT in medicine, P2933. She is passionate about redefining technology, software and data for medicine and advanced health technologies in a way that’s worth the trust of clinicians, our family, and friends. Ms. Douville leverages her books to inform her work on the?CHIME CDH security specialization certification. She also advises and co-founded the Cybersecurity curriculum for?the Black Corporate Board Readiness?and?Women’s Corporate Board Readiness?programs at Santa Clara University.