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Empowering Women to Lead and Succeed

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  • 10/18/2018 10:47 PM | Anonymous member (Administrator)

    The PWH networking luncheon at HIDA Streamlining this year provided a fantastic opportunity to see old friends and colleagues, and of course, make new ones.

    This year, PWH added a Leadership Forum segment to the schedule, which many guests, both members and non-members, enjoyed. The learning session featured the inspiring Gunter Wessels, Ph.D, M.B.A, and Practice General Manager at LiquidSMARTS.

    Dr. Wessels spoke in depth about different approaches each of us can incorporate in our skillset to “Ensure our Vision” as a transformational leader. Some of the highlights that resonated with me was the statement that “Leadership is a Privilege”. This is such a true notion and we have to agree that we do not hear it enough, especially influencers in their early stages of their careers. Great leaders realize that with privilege comes responsibilities and consequences primarily to external recipients – the organizations and people we serve. Being responsible for others’ success or demise is powerful and quite an intimidating endeavor, which every individual, no matter their title and rank within their organizations should take seriously, study the science and practice and improve their own skills and impact.

    As Dr. Wessels says, leadership is about cultivating relationships and no relationship is possible without the use of language – both verbal and non-verbal. The combination and consistency in word choice with gestures and movements, together with cohesiveness, have never been more critical for being an authentic and trustworthy leader. Dr. Wessels urges us to adopt the “Amare Way” of communication, aka, love-like language. Speaking in a “love-like” manner translates into showing empathy, compassion and kindness to ourselves, in order to have the ability to authentically display this to others, creating the sense of belonging and increasing collaboration.

    Types of Leadership:

    a)          Authoritative – participative leader; gives direction and delegates    
            tasks at hand;

    b)          Laissez-faire – “leave it alone” approach;

    c)           Transactional – task-oriented leader; promote compliance by  
            followers through both rewards and punishments;

    d)          Transformational – relationship-oriented leader; engaging to create
            connection and motivation;

    e)          Servant – generous and responsive with their time and resources to
            help others.

    There are positive and negative characteristics in the majority of leadership styles above, but we can all agree that ultimately, the transformational level is like reaching the Holy Grail.

    Which type of leader are you? Towards which leadership style do you strive? What is the path to accomplish your goal?


  • 09/17/2018 12:09 PM | Anonymous member (Administrator)

    More tips on time management

    #5 – Build in Space

    Be careful with what you say yes to so that you can keep some open space on your calendar. On Friday afternoon, look at what is on the calendar for the following week and if something can be avoided or shortened, then consider adjusting, delegating, outsourcing or canceling based on the week’s priorities. Remember that open space invites opportunities in a way that a cluttered cannot.



    #6 – Take care of yourself

    Statistics would suggest that most successful people get the recommended daily amount of sleep and exercise routinely. And you wonder how they find the time? Remember that being busy (and productive) takes energy. So, it makes sense that sleep and exercise make time rather than take time. Proactively build things in that will give you energy such as going for a walk or meeting with a friend, whether it’s during the day or on weekends. And rather than falling into the horrendously busy and exhausting weekend trap, proactively ask yourself mid-week what three things you want to do over the weekend that will add to your energy level (e.g., attending church, playing sports, and leisurely time with family) and schedule those activities in accordingly.

    #7 – Maximize your free time

    What are most of us doing while standing in line at the grocery store or riding public transit? Checking our phones! Use these shorter chunks of time to do more productive things such as reading, making a business call, meditating, etc. Research suggests that people who feel that time is more abundant check their phones less than those who feel they never have enough time.


    Marie K. Holowaychuk, DVM, DACVECC is a small animal emergency and critical care specialist and certified yoga and meditation teacher with an invested interest in the health and well-being of veterinary professionals.  She facilitates wellness workshops, boot camps, and retreats for veterinarians, technicians, students, and other veterinary team members.  To sign up for newsletters containing information regarding these events and veterinary wellness topics, go to www.criticalcarevet.ca.

     

  • 08/17/2018 12:44 PM | Anonymous member (Administrator)

    I recently attended the Art of Leadership for Women conference in Calgary and was excited to be able to attend sessions delivered by Arianna Huffington (founder of Thrive Global and author of The Sleep Revolution) and Tiffany Dufu (founder of a peer coaching company for women and author of Drop the Ball). I came away with many interesting tidbits, not the least of which was delivered by Laura Vanderkam (author of I Know How She Does It). Laura’s session was all about time management, something that many of us are good at handling, but most of us can improve upon. Laura shared seven strategies from her book to help people get control of their time and I am going to share those strategies with you in this two-part blog.

    #1 – Figure out where your time is going

    Spend one week (or more) keeping track of everything that you do using a spreadsheet, notebook, or scheduling app. This might seem totally overwhelming, but the literature suggests that we manage what we monitor most effectively (which is why people trying to lose weight are often encouraged to keep a food journal).  Most of us don’t want to know how much time we are wasting on social media, watching TV, or otherwise, but this exercise will help you to get clear on what you spend most of your time doing, what you would like to do more of, and what you could potentially limit or stop doing altogether.


    #2 – Look forward

    Make a list of what you would like to spend more time doing (personally and professionally). You can do this by giving your future self a performance review. In other words, imagine it’s December 2018 and you are at a work party telling someone the amazing things you accomplished in your work and home life during the last year. These are the things you want to spend time doing during the latter part of 2018. 

    #3 – First thing’s first

    People spend much of their time doing things that are urgent, but not important (e.g., responding to email). Know that time will stretch to accommodate what you need (or want) to put into it (e.g., think of the last time you had a crisis in your life and how you managed to deal with your flooded basement or tend to your parent in the hospital). Remember that we do what we prioritize and as such everything we spend time doing is a choice. So, figure out what your goals are each week (preferably in relation to your priorities outlined in #2) and front-load them at the beginning of your week. This ensures they will get done (because let’s be honest, other things always comes up). 

    #4 – Move time around

    Did you know that 75% of professional women with children do something personal during “work hours” and the same percentage of those women do something professional during “home hours”?  It is important to remain flexible about when things happen and consider working in “split shifts” so that you can do the bulk of the work early in the day, take time off to be with family / partners in the late afternoon and early evening, and then complete low energy work-related items later in the evening. This might not work for all schedules every day but can be applied to the entire week as well (i.e., shifting some work to the weekend).

     

    Think about where you spend your time, and how you might prioritize your tasks more efficiently. In Part 2, I’ll share the other three tips for time management from Laura Vanderkam.


    Marie K. Holowaychuk, DVM, DACVECC is a small animal emergency and critical care specialist and certified yoga and meditation teacher with an invested interest in the health and well-being of veterinary professionals. She facilitates wellness workshops, boot camps, and retreats for veterinarians, technicians, students, and other veterinary team members. To sign up for newsletters containing information regarding these events and veterinary wellness topics, go to www.criticalcarevet.ca.

  • 08/01/2018 9:46 PM | Anonymous member (Administrator)

    In his presentation, John Baumann shared his vision of the leader’s crucial role in establishing a thriving organization and culture, and what it takes to boost our impact to achieve greater, more impactful long-term results. His opening could not have been more moving and inspiring in setting the tone for examining ways of becoming a better leader.

    There are many attributes and skills that collectively make a successful leader. Being customer-centric and communicating effectively to build relationships with all stakeholders are strategies that “get to YES” and create significant results. John Baumann is extremely passionate about developing the EQ of being empathetic and compassionate when it comes to building relationships with our customers, employees and colleagues. Being able to view, understand and relate to the struggles and pain-points of each vested group is such a powerful element that brings not only successful outcomes but also special meaning to what we as healthcare professionals do each day.

    My takeaway from John Baumann is that what makes a magnificent leader is the ability to create trusting relationships within organization, community and family. Trust is at the base of how we perceive the world around us and the degree of its expression is what drives the level of results. Trust is always a two-way street – we have to both earn it and instill it in others. Great leaders recognize that the process is a complex one, at the base of which lies our individual innate set of values, character and competency that influence the trust-building process during individual and team interactions. In becoming our own brand of leader, we all in our own way aim to do the right thing when no one else is around … to be compassionate, have the best influence on others and do so in a very personal manner with distinction.

    It is important to seek and develop unique approach in search of mutual trust and leadership skills by identifying what is important to us.

    What do you believe it takes to be a great leader?


    Valeriya Stoyanova
    Administrative Assistant,

    Supplier Relations
    Concordance Healthcare Solutions


  • 07/13/2018 1:50 PM | Anonymous member (Administrator)
    We attended. We took notes. We networked.

    But, now a month after the conclusion of the PWH Leadership Summit, what takeaways can we honestly say have fundamentally changed our perspectives on our profession and our purpose?

    For me – without question – it was Valorie Burton’s Resilient and Ready keynote. It’s no wonder that she’s written 11 books and is an acclaimed life coach; she just gets it. I am finding myself referencing several of her key messages in my day-to-day. Here are a few:

    1)      Be resilient in the face of adversity – I’m a 30-something mother of young children and a healthcare marketing leader. Some of you might relate with the prejudice experienced toward working moms: too young; too inexperienced to be a boss; spread too thin; should be home with kids. Newsflash: I’m over it and I’m owning it. Balancing the many moving parts of my life is challenging, but so rewarding. According to Valorie, resilient people have a level of physiological capital and mental toughness that enable us to perform and lead better under stress. Instead of apologizing for it, I’m going to embrace this stage of life moving forward. After all, I’m better because of it.


    2)      Taking risks is healthy – Fear, Valorie mentioned, is inevitable. But it shouldn’t be a stop sign. Since PWH Summit I’ve faced professional and personal decisions that all have an easy, or safe, option. It’s comfortable to take the path of least resistance as an individual, as a manager and as a leader. I’m now challenging myself to take more risks – try new ways of doing things. I’m finding routine and mundane cadences in my life that are not productive and replacing them with different approaches. Some may fail; some may flourish. Regardless of the outcome, I’ll have lessons to share with my colleagues along the way.

    3)      Failures are your best learning tools – This message has changed my management style in such a positive way. It reminds me of the old saying “one man’s trash is another man’s treasure”. What may have been, at one point in my career, a misstep or perceived failure could be leveraged as a teachable moment for others. This is particularly true for my fellow millennials, in my opinion, that are drawn to storytelling that is relatable and meets them where they are. I’ve challenged myself to take this approach more often and am encouraging my team to do the same.
     
    4)      Compartmentalize – Valorie nailed it. How much time do we spend focusing on aspects of our life or job that are out of our control? Working for a company with a defined mission, vision, values and goals means relinquishing some control. There will absolutely be aspects of our contribution that we can control and change; but there will inherently be aspects we cannot. I’m working on time management. Spending as much time as possible where I believe I can make the biggest impact. Compartmentalizing what’s in and out of my control. So far – it’s working great. And it’s refreshing.

    What messages did you bring back that are making appearances in your day-to-day? I’d enjoy hearing your perspective; share below in the comments section.

  • 05/03/2018 10:53 AM | Anonymous member (Administrator)

    When it comes to networking, most of us fall into one of two categories:

    1)      Live for it. Love it. Easy like Sunday morning; or
    2)      Hives. Stressful. Buddy system or bust.


    Regardless of which camp you fall into, attending a meeting like the PWH Leadership Summit can be exciting, but intimidating for all experience levels. Before you go, consider these five tips to get the bang for your (or your company’s) buck at your next professional development conference:

    1.      Stack your calendar – Comb the attendee list for individuals you’d like to connect with.  I usually focus on fellow college alumni, peers or leaders in my niche, and innovators in a different field I can learn from. Email them or connect on LinkedIn and invite them for coffee. Who knows where the discussion will lead. 
     
    2.      Perfect your pitch – The best networkers never close the door to an interesting job opportunity. And effective networking means being articulate, bold and memorable in how you present yourself. Establish an elevator pitch. A good one should answer three questions: Who are you? What do you do? What are you looking for? Here’s mine:

    Hi, I’m Kaycee Kalpin. I am a healthcare IT product marketing leader and specialize in effective go to market strategies for new and emerging IT. As a fellow HIT leader, I’m hoping to network with you and learn how you’re uniquely approaching the market. 

    Further refine your pitch by tailoring it to them, not yourself, and eliminating any buzzwords or industry jargon.

    3.      Ditch your squad – This is important. And it may be hard. Get out of your comfort zone. It’s so easy to move in a “work pack” and limit yourself to those people and ideas you knew before the meeting. Challenge yourself to ditch the colleagues and venture out. You won’t regret it and your colleagues may follow suit.
     
    4.      Say yes A.M.A.P. – In your day-to-day job, if you say “yes” to as much as possible, you’ll be drowning with work that is outside of your scope and overextended. But…when in Rome (or PWH Leadership Summit)! If invited to network over dinner, join for an event, meet early for coffee – say yes! You may travel back exhausted from squeezing in so much activity, but you won’t regret making the most of every opportunity.

     

    5.      Bring it home - Chances are, if your organization is supportive of you traveling to a professional development conference, they have confidence that you’ll bring back some excellent ideas and share with the rest of the team. Ask for speakers’ slides, take thorough notes and relate the presentation back to your work. Set up an optional lunch-and-learn when you return to share some insight with interested colleagues back home.

    If you weren’t already excited, I hope this got you jazzed and full of ideas for your upcoming professional development meeting. With some prep, a stellar pitch and a full social calendar, navigating PWH Leadership Summit should be easy like Sunday morning.

    Kaycee Kalpin, MBA
    Senior Director IT Solution Marketing

    Premier

  • 04/18/2018 12:25 PM | Anonymous member (Administrator)
    When I work with leaders, I find many struggle with holding their staff accountable. They are unsure how to build a culture of accountability. I believe it is important to position caring and kindness at the center of all accountability actions and it is the responsibility of the leader to make that happen. Let’s explore a few critical steps toward accountability…

     

    1.       Start with compassion

    The most important thing leaders can do is demonstrate authentic care and compassion for their staff. Get to know each individual as an individual. Learn their career aspirations, strengths and challenges, preferred ways of working with others, and communication preferences. When a staff member is struggling, offer understanding, support, and an attentive ear. Truly care about your team’s success.

    2.       Demonstrate accountability

    As leaders, it is tough to ask our staff to be accountable for their actions if we are not accountable for our own. We are all human; we will all fail or make mistakes from time to time. When leaders make mistakes, admitting these forthrightly to the team and discussing take-aways from the situation can help build a culture of acceptance and learning.

    3.       Establish clear expectations

    The idea of SMART goals first appeared in November, 1981 in the Management Review article, There’s a S.M.A.R.T. way to write management goals and objectives, written by Doran, Miller, and Cunningham. SMART goals are goals that are specific, measurable, achievable, results-focused, and time-bound. This is a great guideline for leaders, yet I also think we have to go beyond this idea and consider organizational vision and strategy, what motivates individual team members, how to recognize and reward desired actions, and how to tie goals into an individual’s desired career trajectory.

    4.       Request a written plan

    Ask your staff to create a plan on how they will accomplish their goals. Document the plan with a few brief bullet points for shorter goals, or a full-blown project plan for more complex goals. Having a plan in writing will help determine if your team has considered all aspects of the goal. Do they have the right resources aligned? Have they allowed enough time for each step? Did they consider dependencies? A written plan also helps you, the manager, conduct accountability conversations that may be needed.

    5.       Follow up on progress

    Paying attention to and appreciating work in progress are great ways to recognize your staff. This is not about micromanaging. It is about acknowledging each staff member’s contributions to their goals, while also offering the opportunity to discuss how work is progressing and how you might assist in overcoming barriers. For complex goals, pay attention to the timeline and see where progress may be lagging. You may have to ask your staff to update the plan and assess risk. I typically encourage staff members to work to reach the original deadline. However, there are occasionally real organizational reasons for making a shift to the timeline. Whatever the case, ongoing progress assessment is critical for building success and accountability.

    6.       Coach for success

    If an individual requires extra attention or is not performing as expected, consider using coaching methods to address performance issues in a constructive, compassionate manner. As a Certified Professional Coach and a Certified Emotional Intelligence Coach, I train leaders in the use of coaching techniques, which use a series of strategic questions to help an individual formulate a plan for their own success. If you want to learn more about these techniques, contacting a certified coach may be helpful.

    It truly is possible to balance compassion with accountability. In fact, it is the best way to build a culture that values and practices accountability throughout an organization.



    Juli Geske-Peer is the founder of Peer Performance Solutions which helps organizations and individuals to maximize performance. Juli has extensive experience in strategy development, leadership, and operations.

    Juli will be giving away two Executive Coaching sessions at the PWH Leadership Summit. 

  • 04/04/2018 1:02 PM | Anonymous member (Administrator)

    One the most important responsibilities of any leader is to bring out the best in each team member. To do so, you have to foster and build a coaching environment within the organization and within your team. By focusing on developing others, you encourage team members to feel more engaged about their careers, working relationships, and performance. Ultimately, they will feel empowered and deliver results with confidence and competence.

    In many work environments, daily demands force leaders to focus on products and processes rather than on people. Thus, “fitting in” coaching-and-development time can seem overwhelming. If this describes your work setting, it’s even more important that you revise your priorities so you don’t end up with disengaged, unproductive team members. But how do you get started? Here are three tactics to creating a coaching environment that empowers your team:


    1.       Believe in the Value of Coaching

    If time is keeping you from having meaningful coaching conversations, then rethink coaching as a ‘must have’ component of your culture rather than a ‘nice to have’ component. Simply put, employee development is essential for retaining talent, building skills, and driving business results. Remember to take advantage of coachable moments, when an individual is open to taking in new information that helps shift knowledge and behavior in the desired direction.


    2.       Focus on Relationships

    Many leaders tend to develop management styles based on their own preferences. If it works for them, why wouldn’t it work for the team, right? In reality, every employee’s motivators are different and are just as powerful in driving behavior as those of the leader. As a leader interested in empowering team members, it’s important to be flexible in recognizing different styles and adapting your style to the needs and style of the people you are leading. Take time to put yourself in their shoes and understand their perspective and experiences. Do they prefer a direct approach from you, or do they need time to process and draw their own conclusions? A relationship built on trust and open communication will foster awareness and enable you to gauge the right approach to take as a coach.


    3.       Be Curious

    While no one can flip a switch and instantly master the art of leadership, there is one key leadership skill we all already possess: the ability to ask questions. As an empowering leader, start by asking lots of questions, and make sure they’re open-ended questions that encourage team members to generate ideas and solutions on their own.   Their answers to your questions will, in turn, guide your next questions, until you find out if they have the information and tools they need.   Be curious about what kinds of problems they are facing, what the gaps and opportunities are, and what needs to be done better or differently.


    Questions to get you started

    Two-way, meaningful communication is critical to effective coaching and development. Empowerment includes getting team members actively involved in their own development. If we help them create a solution, then they are more apt to own it and act on it. With that in mind, be sure to incorporate these questions into your next coaching sessions:

    1.    What is the outcome you are looking to achieve here?

    This is a great question to get the conversation started, so you can focus on what success looks like for the other person.  Where are they now compared to where they need to be and what will they need to do differently to get there?   Your goal is to ask the questions to help set expectations for your coaching conversation, so you can help your team member focus in on the result they are looking to achieve.  Asking these questions will help support development of problem solving and decision making skills, while challenging people to bring out their best.  

    2.    How can I best support you? 

    Learn what you can do to remove obstacles. This is the most common step for leaders to miss and the most critical step for enabling team members to move forward faster than they ever have before.  Clarify what action is needed to clear any barriers and what you can do to assist.  If some employees feel comfortable with frequent check-ins to track progress and discuss project status, then perhaps a sense of structure is important to them.  Others might be more motivated by autonomy. The objective is to learn what resources and adaptations they require to be productive.

    Coaching is ongoing

    “Coaching and development” isn’t a check box on an HR form. You have to provide development that matters. To that end, coaching is not a one-time event; behavior changes take time, practice, and reinforcement. Some ideas to consider:

    •  Align your development efforts to the business strategy. If you want people to apply learning, put it into a real-world business context. A study by the Corporate Leadership Counsel found that on-the-job training has three times more impact on employee performance than classroom training.
    •  Employees have unique strengths, developmental opportunities, and motivators, so it makes sense that they will need specific and customized coaching.
    • Encourage peer-to-peer learning so participants can practice and reinforce what they learn and have the opportunity to share best practices. In turn, new knowledge will cascade to the rest of the organization. 

    Karen Triola is an Organizational Development Consultant with Caliper, an employee-assessment and talent-development firm located in Princeton, New Jersey. She has extensive experience in leadership development, team building, and coaching.

    Hear more from Karen at the PWH Leadership Summit!

  • 03/21/2018 12:12 PM | Anonymous member (Administrator)
    More than ever before, resilience is a skill that is needed in order to advance professionally and thrive in your personal life. Professionals in the healthcare industry report stress at higher rates than any other industry, with 69% saying they are stressed and 17% saying they are highly stressed, according to a national survey of more than 3,200 healthcare professionals.

    Research shows that resilient people think differently. They have a set of skills - sometimes learned, other times innate - that allow them to persevere, manage stress and triumph in the face of challenges. Here are four of the things resilient people do:

    1. They are authentic.

    Resilient people are at peace with their humanity. Perhaps it is because their mistakes along the way have humbled them, or life experiences have helped them accept their own vulnerability, but resilient people don't let imperfections hinder them. They don't think failing means being a "failure." They learn as they go, making course corrections that lead them to positive outcomes.

    2. They are flexible thinkers.

    Even if initially, they struggle with negative thoughts, resilient people are self-aware enough to notice when their thinking is counterproductive. They don't fall into thinking traps such as jumping to conclusions or making assumptions. Instead, they gather the facts they need to move around obstacles and face the challenge head on. If something isn't working, they make adjustments until it works. They find the aspects of their challenge that are within their control and they exercise that control. So when faced with a cancer diagnosis, they change their eating habits to help them recover. When they get passed over for promotion, they find the grain of truth in the boss' negative review and start making improvements.

    3. They are optimistic - except when there is a great deal at risk.

    It's hard to bounce back from setbacks when you see every obstacle as the end of the world! Research shows that optimists live as much as nine years longer than pessimists. Seeing the bright side is good for your health and longevity. But it isn't about simplistic "positive thinking." Resilient people see risks and take precautions to prevent problems. But when faced with a challenge, they are more likely to say, "I can get through this," whether it is a test, a divorce or the loss of a loved one.

    4. They reach out.

    Resilient people don't go it alone. They have close friends and are not too proud to ask for help when they need it. When faced with a stressful situation, just knowing you have support can alleviate the pressure. Make your relationships a priority.

    My challenge to you:

    Whatever challenge you face, you can push through it. Make a decision to see the good that can come out of the adversity you face.

    Coach Yourself:

    What lesson or opportunity is being offered to you in the midst of a challenge? What are you grateful for in the midst of your challenge? Who could you reach out to for perspective and support? 


    Valorie Burton is a bestselling author of a dozen books on personal development and founder of the Coaching and Positive Psychology (www.cappinstitute.com), which provides resilience and coach training to organizations and individuals.

    Hear more from Valorie at the PWH Leadership Summit.

     

  • 03/08/2018 4:11 PM | Anonymous member (Administrator)

    Unfortunately in my experience, a lot leaders shy away from being vulnerable. My experience tells me the largest factor being a person with a vision and a dream had to appear strong and bold to get their dreams in the air and it worked for them. Starting their organization I am certain they had many fears, most felt these fears on the pillow alone and afraid. Society, banks, investors and employees had expectations of resilience and authority. Entrepreneurs can pull this off, most often they have no other choice.

    Unfortunately this attitude creates a mask of ego and pride very difficult to dismantle. You see this attitude of success has carried them very far and why would showing anyone their inner most fear work when faking it has worked for so long.

    Customers, investors, banks all expect this from a leader. Leaders believe employees expect the same, they don't. Actually great leaders know that being vulnerable might be the greatest trait among all. When you are vulnerable it lets people know they are not alone.

    All of us have problems and most of our problems are most often lived upstairs in our heads. Society tells us to always look bold and strong and people will follow. Society is wrong, people love underdogs because most people see themselves as underdogs. Most often they won't fight for themselves but they will fight for others. The beauty arises when they see vulnerability in it's truest sense comes alive and it transfers into their own lives.

    A leader that is tough enough and bold enough to share their weakness it lets others know they are not as strong as they think. It also rises people up in the efforts of others. A leader that is clear with the problems in front of them and vulnerable enough to say they do not have all of the answers will create a creative learning culture of employees that want to solve a problem. They will solve the issue in front of them not only for the leader but for the customers, for the business!

    I have had people tell me my vulnerability is seen as a weakness. Actually the same people that say this might be the most broken of all. They are paralyzed in their own mess and problems and mask them all in perfection.

    I have seen the benefits of being vulnerable. It makes us human. A pursuit of perfection is a terrible destination and nothing is worse than being around someone who thinks they are perfect. Progress is a beautiful destination and the only one we should all be striving for, together.


    Hear more from Scott McGohan at the 2018 PWH Leadership Summit.

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