Blog
Articles reflect only the views and opinions of the author
By Dr. Seleem R. Choudhury
Each one of us has deeply held beliefs that motivate us to action. This is part of what it is to be human. It is embedded in our humanity to pursue virtue, or a habitual and firm disposition to do good. Our character is inextricably linked with virtue, because good character is built through the practice and habituation of virtues (Newstead, Dawkins, & Martin, 2019).
By Dr. Seleem R. Choudhury
An organization’s “culture” is simply defined as the expected way to behave within an organization. Stated more simply, organizational culture is “the way things are done around here” (Deal & Kennedy, 2000). Culture is not written rules or guidelines, but rather the way we act and how we get work done. The values of a particular organizational culture are engrained into the life of the organization. When culture is found to be ineffective or, worse, toxic, leaders discover that it is extremely difficult to change.
By Dr. Seleem R. Choudhury
The uncertainty brought on by leadership transitions can be hard on employees and organizations (Keller & Meaney, 2017). Staff members wonder: Will the new leader understand the mission? What changes will they implement—and will that impact my ability to do my work and find fulfillment in this job?
But leadership transitions are tough on the incoming new leaders too. An IMD survey of 1350 HR professionals shows that transitions into new roles are the most difficult times in leaders’ professional lives (Watkins, Orlick, & Stehli, 2014). They face pressure to make a good impression, instill confidence in their selection across the organization, and perform the balancing act of learning about the company while attempting to shape it (Watkins, Orlick, & Stehli, 2014).
The first 30 days in a new role matter immensely, and can set the tone for a leader’s tenure in their organization.
By Dr. Seleem R. Choudhury
As the COVID-19 pandemic continues, healthcare workers face unprecedented levels of stress, fear, and anxiety. Situations that trigger chronic stress have always been present within the important and weighty work of caring for patients, but routine stressors are now intensified by the serious risks of working on the frontlines of a pandemic. Together, this creates a perfect storm of heightened risk of burnout.
By Dr. Seleem R. Choudhury
Most organizations would agree that the greatest asset of any organization is its people. Yet, when it comes to employee engagement—the level of “enthusiasm and connection employees have with their organization” (Croswell, 2020)—leadership often considers employees as a whole rather than individual parts with their own goals and strengths.
