The Patient Has a Soul

November 25, 2009

The title is from the opening pages of the Cleveland Clinic’s Annual Report, which quotes Dr. Rene Favaloro:  “the patient is not only an illness, he has a soul.”  I came across the quote as I watched my colleague, Ananth Raman, teach a class in our Achieving Breakthrough Service executive education program at HBS.  Ananth took the class through an incredible discussion of why a healthcare provider would need to remind employees that a patient has a soul.  His larger point was that we can get so lost in the quest for operational excellence that we lose sight of the humanity of the people we’re serving.

Ananth titled his talk “Empathy and Execution.”  One of the reasons it resonated so deeply with me is that it intersects with what I’ve been stressing in my work with executives, which is the need to set high standards for their people, but to do so with high empathy.  Getting one right with out the other is much easier than getting both right, as I explored in a previous post.

Ananth convinced me that this frame is important for customers, too.  In fact, I’m increasingly persuaded that one of the secrets to healthy organizations is a culture of compassion and excellence around all human interactions.  These values benefit everyone in the system — managers, staff, suppliers, investors and, yes, customers. I’m finding they work for my toddler, too.


Suze Smackdowns: High Standards, High Empathy

May 20, 2009

The NYT Magazine recently did a terrific story on Suze Orman, increasingly known for the tongue-lashing she’s willing to give viewers who aren’t taking full responsibility for their financial lives. Or as Oprah calls these very public rebukes, “Suze smackdowns.”  Suze — she’s achieved first-name-only status — is a worldwide phenomenon, and I think it has as much to do with how she communicates as what she communicates.

I also think there’s a leadership lesson in her success.  Suze doesn’t let empathy get in the way of enforcing high standards.  Nor does she let high standards get in the way of empathy.  If there’s any secret sauce to leadership, I think it’s this.  I think it’s learning how to deliver both simultaneously. A default assumption for most of us is that these positions tradeoff on each other, that you can be supportive or hold people accountable, but not both. The exceptional leaders I know are defying this tradeoff everyday.  They are demanding excellence from the people around them, while helping them achieve it with relentless support.