“I believe Rahm Emanuel’s team and employees have huge regard for him,” says Mr. Becker. “That stated, his actions don’t always align with or pander to traditional Democratic interests. Teachers’ unions and others expect Mr. Emanuel to fully align with them, so where Mr. Emanuel puts budget concerns above political alignment, he is viewed as gruff or tough.”
However, as Mr. Emanuel says in his commercial, these tough decisions are motivated by his commitment to really get things done to improve the city.
Hospital and health system leaders also face the challenge of balancing their sense of likeability with their ability to crank down and make tough decisions. The fact is, it is impossible to satisfy everyone’s interests all the time, but it is in their best interest to foster strong relationships with those they work with and for, including the senior leadership team, board, clinical staff, patients and community.
“Certainly more and more we expect our leaders to both provide clear direction and make sure core goals are met. Over the long run, leaders must be — if not likeable — at minimum, clear and respected. Clarity and respect are generally put above likeability,” says Mr. Becker.
The idea of toughness in leadership is most effective when maintained in a balanced way, Mr. Becker says. Hard-line leadership may yield effective short-term results, but this style could also eventually wear out the leadership team. In healthcare, this could lead to a trickle-down effect among clinical workers that could be a detriment to patient care.
While hospitals and health systems can greatly benefit from a strong, decisive leader, the leader does not run the organization alone. If a leader fails to align his or her objectives with those of the rest of the organization and community, he or she cannot possibly be effective. Being pleasant or likeable doesn’t necessarily make or break leaders’ ability to be get things done, but if they cannot maintain the respect and cooperation of the people they work with, it will be difficult to accomplish anything.
“The best leaders in organizations, in my experience, manage down really well, while the worst managers are tough on those below them and pander to those above them,” says Mr. Becker. “I think Rahm is a great example of one willing not to pander to a portion of his constituents and should be highly respected for it.”
