Leadership has always been about honesty and integrity. No one follows a leader they can’t trust. Trust comes from being open, honest, straightforward, and treating people with dignity and respect. At no time has the organizational leader been more subjected to feelings of distrust than today.
Because of the unethical actions of a visible few, organizational life has changed. Leaders are now under a stronger microscope, with an abundance of eager critics waiting to find some impropriety.
It is imperative that each of us reaffirm our commitment to the highest level of integrity. I challenge you to do five critical things to restore trust.
Challenge 1: Regain the Integrity Associated with Leadership
Early in my health care administration career, the president of the board invited me to his office. I had just turned thirty years old and was the associate administrator at the largest hospital in the Scripps system. When I sat down he began, “We are going to manage and potentially purchase a hospital near downtown San Diego. It is losing a lot of money, there is little to no employee confidence, the medical staff is becoming unsupportive, and community confidence is waning.” He then said, “Would you consider going there to be the CEO?” I looked at him and responded, “I don’t need to consider it. When do you want me there?”
He concluded with something that made a lasting impression. “Jeff, I am confident that you can do this, but none of us—not even you—know for sure. But I do know you are honest and can be trusted. I know you will be able to lead because of this.”
This statement of trust in my character inspired me to embark on one of the most challenging leadership assignments of my professional life. The situation at the hospital was terrible. Financially it was hemorrhaging, employee morale was nearly nonexistent, the medical staff was admitting most of their patients to another hospital, and the community was wondering if we could stay open.
At the core of the hospital’s operation there were critical lapses in integrity. Management personnel were overordering drugs for the pharmacy, waiting for them to expire, and then selling them in Mexico. In a locked room was more than $20,000 worth of liquor, accessible to only a few administrators with a key. Several department managers were routinely buying overpriced goods from vendors and receiving kickbacks.
Working with a small but outstanding team, we embarked on a journey that ended up in a most remarkable turnaround. Within one year we were making one million dollars a month, and the medical staff renewed its trust in us and was regularly admitting patients. Community trust increased as well in the form of donations to the newly formed hospital foundation. And, on a national employee survey, we had the highest score of any organization to ever complete the survey instrument.
The noble charge to be a leader and the power to act on behalf of others starts with personal integrity and ends when we compromise it in any way. Compromising on issues of integrity, either personally or organizationally, is the first step in abdicating the honor associated with being a leader. Leaders:
- Define character in terms of moral and ethical behavior
- Keep accurate and honest expense reports
- Never abuse travel, phone, benefit, or computer privileges
- Maintain a stable and exemplary home life
- Do not extend company perks to family members
- Care for people and value the human spirit
- Treasure resources of all kinds and never abuse them
- Understand and value the organization’s contribution to the community
Challenge 2: Redefine the Balance Between Management and the Workforce
At a point in my career, I decided to do a compensation review for all corporate managers, directors, and senior executives. The objective was to be sure that our compensation and benefits program was competitive and would ensure our ability to retain and recruit the best leaders. At every level there was speculation about what might occur and the impact of potential changes. Near the very end of this process, a doctor appeared at my open office door. He was an elderly doctor, highly regarded for his expertise and wisdom, and had been on staff for close to thirty-five years. He waited until I looked up and said, “If you go on vacation for two weeks and a housekeeper goes on vacation for two weeks, who will the organization miss the most?” Then he turned and quietly walked away.
I understood his point. I was on the verge of making decisions that could create a severe imbalance in the overall organization. An imbalance that could seriously harm the existing positive employee relations the company needed to grow and prosper. As a result, we went back and re-thought the objective, questioned the outcome, saw some serious issues, and made critical changes in final decisions that would ensure organizational balance.
The gap between top management, especially the CEO and the frontline employee, is widening. We seem to be losing the recognition, respect, and trust that should exist between individuals who work together every day. Great leaders understand the balance needed for an organization to work in harmony and perform at its highest level.
Leaders understand that organizational balance starts with basic tenets and is founded in personal interaction, fairness, respect, gratitude, and loyalty. As a result they:
- Deflect praise to others
- Constantly express gratitude with personal notes, emails, and personal interaction
- Build strong teams because they understand what every individual is capable of contributing
- Recognize all good work in an effort to build self-confidence
- Insist upon and provide meaningful recognition programs
- Do not take for themselves at the expense of others
- Value each individual contribution the same as their own
- Empower employees by demonstrating respect
Challenge 3: Underpromise and Overachieve
Just a few years ago I hired a young man to work as an administrative assistant to the president. This assistant had just finished graduate school and had an excellent entry-level position. There were significant opportunities for a promising future. After he had been with us for a little while, I asked him to complete an assignment. I gave him an outline of the task, where he could obtain data, a list of people he could rely on for help, and a very reasonable deadline of six weeks. I also asked him to be prepared to make recommendations.
This assignment gave him exposure to a wide variety of people and functions. But somehow it brought out an unexpected part of his character. He started to brag and make exaggerated promises. He was fired up and brimming with confidence,
but he was also making a huge mistake. For a young man with little experience, sparse knowledge of the complexities of a large organization, no key relationships, and a lack of trust leaders must have, he was putting himself in an impossible position.
It was only a matter of time that four weeks had come and gone, and he was not even close to finishing the task. In his desperation to achieve his braggadocio, he started to alienate his fellow workers, abuse his position, and lose his temper—seriously damaging his chances for success and advancement in the organization.
At the six-week mark a meeting was held. The young man was not ready and had no support. In what had to be one of the most miserable experiences of his young professional life he only made one show of promise. He recognized what he had done and showed the courage to stand in front of the group, admit his mistake, and ask for another chance. How unfortunate. It took a near career-ending experience for him to learn basic humility and the importance of building trust.
In a leader’s character there is no room for a raging ego, an insatiable need for attention, or self absorption. Ego should be about doing, about action that results in something that has a larger purpose, something that benefits the whole or furthers a noble cause. We should never be fooled by thinking that ego is needed for success as a leader. Humility is more important. Gratitude is more important. Self depreciation is more important. A sure knowledge of who we are and where we have come from is much more important. Knowing this allows us to go forward with a self-confidence that attracts others. When we build positive relationships and confidence, we establish the foundation of trust a leader must have to be successful.
In the spirit of underpromising and overachieving, leaders challenge themselves to:
- Exceed expectations
- Look to learn new things
- Recognize their own limitations and look to others for help
- Know how to build strong teams
- Not take credit when it is not deserved
- Build others up and never tear them down
- Avoid gossiping or talking negatively about others
- Be confident but never egotistic
- Listen more than they talk
- Always take the high road
Challenge 4: Learn to Be a Master Communicator
As a young Aaronic Priesthood holder, I was my father’s home teaching companion for almost four years. He served as bishop then, and it seemed we always had an extraordinary number of families to home teach.
One night, he looked at the family we were teaching and without telling me said, “Jeff has the lesson tonight.” I was completely unprepared but managed to stand up, think for a few seconds, and summarize a message about tithing my mother had given in family home evening the week before.
When we got in the car I could not help but blurt, “Dad, why did you do that to me?” He looked over and said, “If you are going to be a leader you need to communicate effectively, and speaking in public, sometimes when you don’t know you have to, is a good place to start.” We were companions for a long time, and he never missed an opportunity to surprise me. Through those experiences I learned composure, how to think on my feet, stand, make good eye contact, eliminate unnecessary words, and present a clear message.
Many organizations do not achieve the results they desire simply because people in key leadership positions do not possess the skills needed to effectively communicate important messages. They say “um” or “uh” repeatedly. They allow themselves to be interrupted. They talk without making a point, cannot communicate the need for action, or share a message that is inspiring. Some leaders will simply make no effort at all to communicate.
Effective and meaningful communication is essential when it comes to communicating the vision and mission of the organization to employees. It is a leader’s responsibility to develop tools to effectively communicate. It takes time, practice, discipline, and a willingness to accept constructive criticism.
Leaders must effectively communicate in a sincere and meaningful way. As a result they:
- Develop and maintain excellent speaking and writing skills
- Practice their communication skills
- Ask for feedback and ways to improve
- Coach and provide resources for others to obtain the same skills
- Communicate with positive energy and attitude
- Communicate openly, directly, and sincerely
- Adapt their communication skills to the needs of different groups
- Inspire and motivate with optimism
- Focus their message on action
Challenge 5: Be Prepared to Effectively Handle Adversity
While I was an administrator at Scripps in Chula Vista, California, we owned an outpatient surgery center connected to the main hospital by a walkway. One morning I received a call from the surgery center director. In a trembling voice she told me that two armed men had entered the facility and ordered everyone to go into a small room and lie down on the floor. They were being held hostage. She said they wanted money and a car, and then she hung up. Within minutes the surgery center was surrounded by the FBI, police, and the SWAT team. Every street within two blocks of the hospital was closed.
Armed men had taken over a surgery center while it was in full operation. Four patients were in operating rooms, under anesthesia having surgery. There were two patients in recovery while twelve others were waiting with family members.
One of the gunmen made contact with the FBI twenty minutes later. It was at that point I saw how valuable composure, emotional stability, and the ability to show grace under pressure is. The FBI agent in charge showed tremendous leadership skills. Using a logic that appealed to the gunmen’s situation, he convinced them to allow the patients in surgery and recovery to be safely transferred to the main hospital.
All the while, the FBI agent gave instructions and encouragement to his team. When the situation would start to get very emotional, he brought it back to normalcy. He was reassuring, firm, and even used some humor—not once did he lose his calm. For ten straight hours he never left his assignment, never left the room, never lost his focus. Then all of a sudden the gunmen threw their weapons out the front door and walked out with their hands in the air. No one was harmed.
The world is a different place. Every day there is another unexpected event. They come at us fast and with little regard for history or past success. They can be negative or positive depending on our ability to deal with them. When a leader has the emotional stability to stay calm and focused during times of adversity, the sheer strength of his or her personal character can keep the organization on track.
Leaders understand that developing trust and confidence, especially during challenging times, is a function of their own personal ability to handle adversity. As a result they:
- Are emotionally stable and strive for a balanced life
- Have and use a stable home life as a support system
- Think and act responsibly under pressure
- Recognize repeating cycles and make plans for them
- Recognize the organizational value of sentinel events
- Know and prepare for outcomes associated with high-risk decisions
- Celebrate after overcoming major challenges
I am convinced that the new imperative for leaders is to restore trust. It can be done if we meet the challenges I have talked about. We must regain our integrity, redefine organizational balance, underpromise and overachieve, become master communicators, and learn to effectively handle adversity.
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Speech by Jeff K. Bills
Illustrated by Lucy Davey
About the Speaker
Jeff K. Bills earned BS and MPA degrees in health care administration from BYU. He has served on the BYU Alumni Board, the Marriott School Alumni Board, and was a founding member of the BYU Varsity Club.
Bills retired as president and CEO of Saint Mary’s Health in May 2004. Before joining Saint Mary’s, Bills was senior vice president and administrator of Scripps Memorial Hospital in La Jolla, California. Bills and his wife, Leigh Ann, have been married for thirty years. They are the parents of three children.
This article is adapted from Bills’ speech given at the Marriott School’s Executive Lecture Series 17 November 2005.
