During his presentation “Aerodynamic Leaders,” at the 6th Annual Becker’s Hospital Review Annual Meeting, Toby Edwards, BS, CRA, RT(R), director of imaging services and cardiovascular lab at Lake Wales Medical Center, spoke about the idea of aerodynamics in physics and how these same principles can be metaphorically applied to organizations and leadership skills.
What began as a conversation with his boss about a problem and lack of teamwork in ultrasound department turned into a story about a leader who took a my-way-or-the-highway approach when it came to scheduling, and used this leader as an example of an un-aerodynamic leader, saying a leaders’ job entails setting an example for the staff.
“Leaders are the objects and are able to be more or less aerodynamic by way of how they lead, the staff is the air and critical interactions between managers and the organization are very, very important. The way you present yourself to staff and wear your authority, etc., all makes up your leadership shape,” said Mr. Edwards.
Think of aerodynamic leaders like the Airflow Bullet Truck vs. the ’70s big-rig trucks that used exponentially more gas than was necessary, said Mr. Edwards. As a leader, managing the terrain and finding efficient routes to your destination is an aerodynamic decision.
Aerodynamic leaders:
1. Are faster and accomplish tasks quicker.
2. Position themselves to function from their strengths. For example, if you know you are better at big-picture tasks than organizational tasks, split those duties with somebody who compliments your strengths and weaknesses.
3. Understand the immense value of consistency.
4. Align themselves with the organizational directive.
Aerodynamic leaders possess:
1. Minimal cross section to promote lift.
2. Thin leading edges; they do not have to be the center of attention and are content to highlight or compliment their staff.
3. Professional characteristics that promote streamline flow.
Counter-dynamic leaders are:
1. Slower and hinder confidence from the staff.
2. Less efficient, their leadership actions are difficult to set up and implement.
3. Less stable, prefer operational and administrative prerogatives. They revert behind authority when challenged. Remember, staff need to see their leader can follow his or her own rules as regularly as they are asked to.
4. Put self over the staff.
5. Need their employee’s attention. “It takes much more energy for an employee to approach you then for you to approach them,” said Mr. Edwards.
Counter-dynamic leaders promote choppy, chaotic flow, rely on experience, charisma, personality, but rarely are prepared when they need to be, said Mr. Edwards.
Mr. Edwards also recommended putting these principles into practical use to instill aerodynamic leadership.
1. Your passengers (members of your organization) cannot see what you see or hear what you hear. It is up to leaders to compensate for the lack of vision of the employees who are not privy to the information the leaders have. Leaders need to make sure their organization is well-aware of what is essential, and they communicate just enough to bring understanding.
2. People need to feel their pilot is in control, so as a leader, get to your points quickly and confidently when communicating.
