When it Comes to Empathy: Make Sure to “Walk the Talk”

Paul Levy, former CEO of a Boston hospital’s comments (Not Running a Hospital) about the Cleveland Clinic’s unwillingness to deeply address their patient safety issues really ‘hit a nerve’ and ‘bone of contention’ that I have for ANY organizations that ‘talk the talk’ but fail to ‘walk the walk.’ This, tragically, is especially true in the healthcare field and it’s a damn shame. Your example of the Cleveland Clinic’s failure to, in practice, live up to their powerful and inspiring Empathy videos is a casebook example.

I, too, have unfortunately found the same marketing billboards and other public-image only deceits evident in some of the so-called premiere medical establishments in my area. They apparently regard spending PR and advertising dollars on what too often turns out to be false messages easier and more palatable than examining and addressing the recurrent systemic issues that haunt these old-line, silo-entrenched institutions. It’s really maddening and patients have long caught on to it.

In preparation for some non-healthcare leadership communications courses I am putting together, I am reading Kouzes’ and Posner’s update of The Leadership Challenge (Fifth edition.) More than 30 years of research amongst hundreds of thousands of constituents around the globe consistently identify the four characteristics they most admire in leaders: Honesty; Forward-looking; Competent and Inspiring. Conversely, their research into the most exemplary leaders around the globe consistently surfaces five core behaviors: “Model the Way” (or, as we know it, “Walk the Talk;”) Inspire a Shared Vision; Challenge the Process; Enable Others to Act; Encourage the Heart.

As I read the research this morning, I reflected upon the relative ease with which one can create an inspired vision. However, it takes consistently and persistently ‘walking the talk; ‘enabling others to act;’ and ‘challenging the process’ to create the kind of change that healthcare so desperately needs. It takes commitment; hard work and a willingness to continually do what it takes to match behavior with vision and messaging. Shame on the Cleveland Clinic and all other institutions that are unwilling to consistently open and honestly challenge the processes that need to change!

When institutions espouse change but are unwilling to implement it in courageous, honest and consistent ways, it hurts the very fabric of the institution….the people who work in it… as cynicism and distrust set in. And, cynicism and trust are powerful poisons that can wreak havoc on achieving desired, yet challenging and urgently-needed outcomes. Bravo to Paul for bringing this up and for shedding light on the difference between true leadership and doing what it takes to actualize inspired change versus just paying lip service for the sake of PR.

See Paul’s post:  http://runningahospital.blogspot.com/2015/06/empathy-without-action-is-empty.html