Long-term leadership: Keep new leaders motivated

There is a trend around the country to lengthen the terms of office for important medical staff positions. This is to promote continuity and to give leaders a change to grow into their roles. In many organizations, this is compounded by linking positions serially into a continuum of responsibility. For example, a president-elect becomes president and subsequently immediate past-president. The upside of this trend is apparent, but the downside is a disinclination for new leaders to embark on the prolonged path. New leaders should be encouraged to experiment with short-term roles, such as committee membership or task force membership. If they find the work gratifying, a longer commitment in a different role may not seem as formidable.

There should also be clear recognition within the organization that leaders may, from time to time, need to step down from positions because of unforeseen competition for their time and/or attention. New leaders should understand that commitments should not be abandoned without compelling reasons, but should such reasons arise, leadership is not a trap. Indeed, an important reason for an effective leadership succession planning strategy is to be able to navigate these kinds of occurrences.