Selected Podcast
SHSMD Leadership Roundtable: Guiding and Developing Teams During Turbulent Times
The last two years have been a difficult time for recruiting and retaining employees for health care organizations. Similar challenges have extended to those who are leading marketing, communication and strategic planning functions. This conversation – featuring senior leaders from the SHSMD board – will discuss how you can act now to ensure that your team is prepared to thrive during what’s likely to be an unpredictable future. Our discussion will also focus on how leaders can ensure that their own career development stays in focus and on track.
Featured Speakers:
Christine Albert is the Chief Marketing and Experience Officer for LCMC Health and its six-hospital system. She provides strategic leadership for marketing planning and employee experience across the entire LCMC network.Prior to her current role, she served as Vice President of Marketing for the entire LCMC Health system. Christine also has worked in public affairs positions for the Department of the Navy and the Department of Veterans Affairs. Outside of the office, Christine serves as a board member AHA Society for Healthcare Strategy & Market Development (SHSMD). Active in several professional associations, including the American College of Healthcare Executives, Public Relations Society of America (PRSA) and American Marketing Association, she has been recognized as a “40 Under 40” honoree Gambit Weekly in its annual list of outstanding young professionals in the New Orleans area. Christine is a dedicated community ally who stays active in ventures that benefit causes like the American Heart Association, where she is a Circle of Red member, and the Youth Empowerment Project’s 40 Under 40, a group of young professionals who pledge their time and philanthropic support to have a direct and meaningful impact on the lives of New Orleans’ underserved young people.
Alan Shoebridge | Christine Albert, MPP, APR
Alan Shoebridge is the Chief Communication Officer for Providence in Oregon. He oversees all communications in the Oregon region, including caregiver communication, community relations, crisis communication, executive communication, issues management, physician and caregiver engagement, media relations, and social media. He has also held senior marketing and communication leadership roles at Kaiser Permanente and Salinas Valley Memorial Healthcare System. Alan has more than 15 years of direct marketing and communication experience for healthcare and medical insurance organizations with a focus on marketing plan development, advertising, messaging, research and other areas. He has also worked as a newspaper reporter and in public relations. Alan earned his BA in English from the University of Oregon. Alan is an active member in several community and professional organizations. He currently serves on the board of the Society for Healthcare Strategy and Market Development.Christine Albert is the Chief Marketing and Experience Officer for LCMC Health and its six-hospital system. She provides strategic leadership for marketing planning and employee experience across the entire LCMC network.Prior to her current role, she served as Vice President of Marketing for the entire LCMC Health system. Christine also has worked in public affairs positions for the Department of the Navy and the Department of Veterans Affairs. Outside of the office, Christine serves as a board member AHA Society for Healthcare Strategy & Market Development (SHSMD). Active in several professional associations, including the American College of Healthcare Executives, Public Relations Society of America (PRSA) and American Marketing Association, she has been recognized as a “40 Under 40” honoree Gambit Weekly in its annual list of outstanding young professionals in the New Orleans area. Christine is a dedicated community ally who stays active in ventures that benefit causes like the American Heart Association, where she is a Circle of Red member, and the Youth Empowerment Project’s 40 Under 40, a group of young professionals who pledge their time and philanthropic support to have a direct and meaningful impact on the lives of New Orleans’ underserved young people.
Transcription:
SHSMD Leadership Roundtable: Guiding and Developing Teams During Turbulent Times
Bill Klaproth (host): This is a special podcast produced onsite it's SHSMD Connections 2022 annual conference. As we talk with keynote speakers and session leaders direct from the show floor. I'm Bill Klaproth. With me is Christine Albert, chief marketing and experience officer at LCMC Health. Christine welcome
Christine Albert: Thanks. Excited to be here.
Bill Klaproth (host): Yeah, absolutely. An Alan Shoebridge. We all know Allen. Come on. Associate vice president national communication at Providence. Alan Great to see you as always
Alan Shoebridge: It's awesome to be back here at SHSMD.
Bill Klaproth (host): Yeah. So let's talk about this. You and Christine were on a leadership round table guiding and developing teams during turbulent times. If time has been turbulent lately. I don't know. I haven't really known Is that a thing? So, Christine, let me start with you. How do you foster team engagement, employee development while working in crisis mode?
Christine Albert: Yeah, like you said, it's all calm waters. Nothing to see
Bill Klaproth (host): Everything's good.
Christine Albert: No, it's a great question. And, good news is there's no one size fits all, but there are some concepts and some real intention behind both of those things that I think carry through in both the crisis times or sustained crisis times as well as kind of quote, normal life. There is such a thing. as communicators and as marketing professionals, we spent our lives and careers communicating with others, spending a lot of time thinking about how do you reach certain audiences? How do you engage? And what I learned during this process, as we think about engagement and also professional development for staff is you have to turn that same level of focus and intentionality on yourself.
And it may scale up or down. So during a crisis or maybe less time available, but there has to be a through line of that. So on the communication sites to not, not neglecting, to communicate frequently in a bunch of different ways with your teams, but especially during this moment, connecting on a personal level. So that means going beyond your staff meetings, your one-on-one, your emails, the things that you have built into establish those comms networks and having more of a direct connect with the people who report to you and having that openness.
And Understanding them. So, the name of their kids, their dogs or hobbies, and you can sense what's happening with that person and kind of open our end your time together, whatever that may be with them to have that kind of point of connection. And similarly on an engagement perspective, the only way our professional development we get better is to learn and learn from others. So SHSMD is a great example of that, where if you're in a role or for example, the last year you've been really heads down, there are still ways, and it may not be, may become an annual conference, but throughout the year, there are nuggets of this podcast of webinars of other things
So there's always a moment you can take It might only be an hour but being really intentional about having that plan for what you'd like to focus on even if it's kind of small nuggets or breadcrumbs having Having that consistency.
Bill Klaproth (host): Right. When you're in crisis mode, it sounds like you can't let that communication fall by the wayside where it seems like it would be really easy for that to fall by the wayside.
Christine Albert: So busy, focused on everyone else. Yeah.
Bill Klaproth (host): I won't say have to force yourself. Okay. communicate communicate communicate. Is that right You really have got to get into that mindset?
Christine Albert: And just like the consumers are trying to reach. Everyone hears things differently and through different channels. So it works for some people, it doesn't work for others. And you have to say it until you feel like you are. You've said it a million times. Surely everyone has heard it and be like, Nope. it's still reach someone. So everyone will have that moment where they have that point of connection.
Bill Klaproth (host): Right. Absolutely. So, Alan, what, challenges do you face then due to the remote hybrid work model? Talk about that.
Alan Shoebridge: Yeah, well, that's the most probably contentious. Staffing issue for that we're going through, you know, not in terms of trying to retain bring new people in, but really looking at the engagement of your group. we see it in all these different industries. There's a lot of, kind of battle lines, being drawn about people who want to bring everyone back and the employees aren't ready to come back and, trying to find that middle ground. And so a lot of us are moving to hybrid situations where you bring people in a couple of days, a week, or even a little less than that.
But I think it starts with figuring out, you know, where your team stands. So if you're managing a remote team and you're going to have to bring them back and I that's, the situation, people are facing, they might have to bring them back a couple of days a week, or maybe even more frequently. I think as a leader, you have to really assess that and see what kind of feelings your team has. And if you can build a system that works for the group, and I think the hybrid model is the most challenging because when everyone is in person, that's a easy thing that we all know.
When everyone's remote. There are some challenges and Christine talked about the engagement. I think that's really important, especially when people remote. If you're not seeing everyone all the time, it's hard to figure out. someone's having a good day or a bad day or they need extra attention. So there is more that's required of leaders when the teams are remote, but the hybrid piece is sort of this messy middle of well, if I'm going to ask people to come back three days a week, is it all the same day? Is it different? Do you let people do their own schedule? There's a lot there to figure out.
And I do think it starts with just assessing your team, what you want to do. And I know for some people it's not being asked to be everyone come back. So it's optional. And that takes a little bit of work too, to figure out. Are you just going to maybe alienate people who really like working remote? So I think a really precarious position for leaders to navigate through because you could end up. Kind of isolating your team or making people angry about bringing people back too soon without the right reason. So, I know that's happening in every industry, but I see it in healthcare too.
Bill Klaproth (host): Yeah, you have to be flexible as we grapple with retention, right? Christine, you probably know this too. What do we, we have to be flexible to keep our employees so. A lot of times that hybrid model is what they want. They want to, they want both, I want to stay at home and work and I do want to come in sometimes so that I understand what you're saying. I'm kind of that messy mental, if you will. So, Alan, how do you ensure them that you as a leader are position for personal career development and growth when we're all in this same crisis mode?
Alan Shoebridge: Well, yes. And I think a lot of it goes into carving out some time for yourself learn. And that's the nice thing about everyone here is here at the conference this year is that they're taking some time out to invest in themselves. And I think that's important to encourage your team to do, but you need to do it for yourself. leaders, we don't just stop learning because we've reached a certain plateau. You know, if we've 15 years in, oh, we're done. We don't have anything else to learn. It doesn't work like that.
So, invest the time in yourself and I also just advise people look at your social media profile things like that, are you updated? If you had to make a change. Is your experience updated Is your resume updated Just simple things like that Not saying that anyone might be necessarily looking for a new role but just put yourself in the right position in the development phase of it, put yourself in the right position. If you had to make a career pivot, just, don't I guess rest on your laurels. Don't think I'm done because I reached a certain level. You've got to continue developing yourself. Just like you'd tell a more junior person
Bill Klaproth (host): Absolutely Christine. I love your thoughts on that as a leader, how do you position yourself for continued growth when you're in crisis mode?
Christine Albert: That's a great question. And I totally agree with Alan, as you have to not only focus on other people, but think also about yourself, because you can only show up as a better leader if you're also making that investment in learning and growing and thinking differently. in a similar path to, it's always the, kind of the say yes, or looking for ways, ways you can do this and, tangible, tactical ways. I would say one great thing about SHSMD, being engaged and involved there. Is there lots of different ways to scale up or scale down, or I was actually chatting with Alan the other day. I've been with my organization for several years for more than 10. And so there's also this moment of, although I haven't had a lot of changes outside of the organization or different experiences in that regard.
I've been very specific about cultivating engagement involvement in participation in organizations like this or boards in the community. So I'm still learning. So I'm learning, I'm on a finance committee and another board in here in SHSMD and really engaged. So really just thinking about what are the gaps, what do I like to do, but also what do I need to learn? How to do. And you don't have to tackle everything at once. So it could just be, this year is going to be here's my theme. And so sometimes I'll pick a theme and a couple of activities and just put it on the outlook calendar, which is what I live by. So if it's on the calendar, It's happening.
I've got that time blocked and it gets there. And then it's kind of like found time and delight, but just even that little exercise for myself, ensures that it happens.
Bill Klaproth (host): Yeah, that's a great tip and great thoughts about joining SHSMD and being a part of SHSMD and getting involved here and meeting people that is really important for career development as well. So Christine, then let me say with you, what's the main lesson you've learned during the past 2.5 years.
Christine Albert: So many, but you touched on I think the overarching theme is flexibility. And also maybe some humanity within that too. And just being kind to yourself. I think it's been an incredible time for the marketing and comms profession. All of a sudden we had a different seat at the table when it came to COVID leading communications and response. We have that linchpin of how do you take experts and clinicians and uncertainty, all of these things. Crisis, crisis management communications. And how do you make something other, that people need pick an access information, healthcare when and how they need it.
And so let's not waste this moment of this found and learned new place, but also recognizing in that too, we all were dealing with things inside and outside of And so to be your best full self. You may need some flexibility. You may have this hybrid work schedule. There may be other things you need to be thinking about in your life. So I'm appreciating that as well as that. That lesson of flexibility and humanity as leaders and as people, because that's, what's going to bring that kind of engagement, fulfillment, and being your best self.
Bill Klaproth (host): Yeah. There's a certain amount of self-awareness to understanding that to. Would you say that's right and understanding, Hey, I need this, right. You really need to pay attention to this, or I'm feeling this right now. So maybe I shouldn't do this. Is that right?
Christine Albert: Exactly. And just recognizing everyone has lives and we're beings outside of just our work time or your screen time or whatever And I'm not sure why that was always as much on the forefront of the conversation. Prior to COVID and now it is, then people learned a new way of working and living, and there's a lot To come out of that. So we don't want to lose the good.
Bill Klaproth (host): Yeah. that's a, I like that. We don't want to lose the good, I like that. And I liked also the flexibility and look for the humanity as well. And Alan, how about you, tell us, what have you learned experienced during the past two and a half years?
Alan Shoebridge: Well, I'll reinforce something Christine said, which is communication is so key. And as a leader. during COVID and with teams being remote and not seeing everyone as much for me. It just solidified that we need to communicate more. And some of the things that we've done as I came out of crisis mode, like having, you know, regular stand-ups and things like that. Maybe we scaled it back a little, but we've really kept them going and even simple things. And I know Lisa Schiller mentioned this during our presentation. I do it too.
You know, I do have Friday update to my team every Friday. And a lot of it is, sharing some things that I want them to know or industry news, or just giving them a perspective. I include a kind of a reflection to wrap up the week. And I think it's a big mistake if your team doesn't know what you, as a leader value, have interest in what you're doing. When I was coming to the conference, You know, I told the team where I was going and where I'd be and what they'd see for me. And I think it's just a huge mistake if your team doesn't know as a leader, what your sort of perspective is.
And then again, what you're doing and why the worst thing you ever want someone to do is they ask you what's your, your boss or your department leader doing these days. First of all, I don't know. That is a huge miss. So, and it also gets gives you opportunity to get feedback from them about. what they find interesting, what they value hearing from you? That communication. piece just has to continue. And again, I think we knew that before COVID, but COVID reinforced it. And we learned some good practices. I think during the last two and a half years that we'll keep going.
Bill Klaproth (host): So then I would imagine you debrief when you get back to, Hey, I was just here. Here's what I learned. Here's some insight. Is that right?
Alan Shoebridge: Absolutely. I always, you know, kind of put together a summary and share and. Oftentimes I've done over the years. I've done, here's a couple of presentations that I really like. I share the slides, I walked through some stuff and, you know, again, they learn. And again, I feel really strongly about learning and right now not everyone can travel. We have some restrictions on travel due to budget, but. I'm able to come and bring things back to the team. I think that's really valuable.
Bill Klaproth (host): Excellent. I love that. So thank you for sharing that one final question. Anything you'd like to add? Christine, let me start with you about leadership during turbulent times. Anything you want to add?
Christine Albert: Well, I think that is marketing and communications and strategy professionals just by virtue of what we do. No, one's kind of better positioned to weather the storm. And then we'd rather not be in the midst of a crisis, but I think we're in that sweet spot of, being able to understand digest, distill and move forward. And so I think that kind of, that's the culmination of what does it take to be good leaders to navigate, to pull together information and it changes every day. So that flexibility. so as we navigate these times, I think that's a skillset that maybe we had that we flexed in a much bigger way recently, but I think that's going to Leaders in the profession. Well, going forward that ability to adapt, to flex and to support the organization and individuals.
Bill Klaproth (host): And I'm sure you learned some things about yourself. Wow. We were able to do this. We were able to get through this. I found a used muscles. I never had to use before to get through this. Is that right?
Christine Albert: It's very true. And even during one of the keynotes here, talking about kind of being the face of failure or I'm calling that win some learn some as well, but just this feeling of. The confidence in your competence that you may not know how to do something, but that's not a reason not to do it or not to say yes. And being confident that you can figure it out. And so I think that for me as a leader is something coming out of this that I've learned, but I've also observed and learned in the people I lead as well.
Bill Klaproth (host): Yeah, thank you. So, Alan, a final thoughts for me when it comes to leadership during turbulent times?
Alan Shoebridge: I think you should just be authentic number one and then empathetic number two. And there's a lot of ambiguity during times of crisis or things. We can't tell the entire team, but when you get questions, I don't think you evade them or ignore them. You just answer what you can in the most honest and authentic way, and then be empathetic for what people are going through and trying to understand their situation. As I've come into a couple of new leadership opportunities over last year. I sat down with each person on the team, even the extended team. And I asked them, what's working for you. What do you enjoy? Just try to get to know what they value. I don't make a lot of assumptions and understand their situation before you make judgements on it. So I that's what I just think, I think authenticity. And being empathetic are so valuable right now.
Bill Klaproth (host): Yeah. I love those are two great words being authentic and then being empathetic is great. We need more empathy in the workplace or should I see even in the world today? Dare I Say, is that true? Can I say that? I said it, we need more empathy in the world today, Christine. Thank you so much for being here. We appreciate it.
Christine Albert: Oh, I enjoyed it. Thank you.
Bill Klaproth (host): And Alan always great to see you. Thank you.
Alan Shoebridge: Thank you. I appreciate
Bill Klaproth (host): And make sure you sign up for this year's shish med virtual conference, October 12th, 2022 plus on demand through the end of the year, the virtual conference will feature access to 50 plus sessions recorded from the September in-person annual conference. Plus all new live sessions, just go to shsmd.org. That's S H S M D.org/virtual to learn more and to get registered. And please join us at the next Med connections, annual conference September, 2023 in Chicago. And if you found this podcast helpful, please share it on your social channels and find access to our full podcast library at shsmd.org/podcasts. I'm Bill Klaproth. As always, thanks for listening.
SHSMD Leadership Roundtable: Guiding and Developing Teams During Turbulent Times
Bill Klaproth (host): This is a special podcast produced onsite it's SHSMD Connections 2022 annual conference. As we talk with keynote speakers and session leaders direct from the show floor. I'm Bill Klaproth. With me is Christine Albert, chief marketing and experience officer at LCMC Health. Christine welcome
Christine Albert: Thanks. Excited to be here.
Bill Klaproth (host): Yeah, absolutely. An Alan Shoebridge. We all know Allen. Come on. Associate vice president national communication at Providence. Alan Great to see you as always
Alan Shoebridge: It's awesome to be back here at SHSMD.
Bill Klaproth (host): Yeah. So let's talk about this. You and Christine were on a leadership round table guiding and developing teams during turbulent times. If time has been turbulent lately. I don't know. I haven't really known Is that a thing? So, Christine, let me start with you. How do you foster team engagement, employee development while working in crisis mode?
Christine Albert: Yeah, like you said, it's all calm waters. Nothing to see
Bill Klaproth (host): Everything's good.
Christine Albert: No, it's a great question. And, good news is there's no one size fits all, but there are some concepts and some real intention behind both of those things that I think carry through in both the crisis times or sustained crisis times as well as kind of quote, normal life. There is such a thing. as communicators and as marketing professionals, we spent our lives and careers communicating with others, spending a lot of time thinking about how do you reach certain audiences? How do you engage? And what I learned during this process, as we think about engagement and also professional development for staff is you have to turn that same level of focus and intentionality on yourself.
And it may scale up or down. So during a crisis or maybe less time available, but there has to be a through line of that. So on the communication sites to not, not neglecting, to communicate frequently in a bunch of different ways with your teams, but especially during this moment, connecting on a personal level. So that means going beyond your staff meetings, your one-on-one, your emails, the things that you have built into establish those comms networks and having more of a direct connect with the people who report to you and having that openness.
And Understanding them. So, the name of their kids, their dogs or hobbies, and you can sense what's happening with that person and kind of open our end your time together, whatever that may be with them to have that kind of point of connection. And similarly on an engagement perspective, the only way our professional development we get better is to learn and learn from others. So SHSMD is a great example of that, where if you're in a role or for example, the last year you've been really heads down, there are still ways, and it may not be, may become an annual conference, but throughout the year, there are nuggets of this podcast of webinars of other things
So there's always a moment you can take It might only be an hour but being really intentional about having that plan for what you'd like to focus on even if it's kind of small nuggets or breadcrumbs having Having that consistency.
Bill Klaproth (host): Right. When you're in crisis mode, it sounds like you can't let that communication fall by the wayside where it seems like it would be really easy for that to fall by the wayside.
Christine Albert: So busy, focused on everyone else. Yeah.
Bill Klaproth (host): I won't say have to force yourself. Okay. communicate communicate communicate. Is that right You really have got to get into that mindset?
Christine Albert: And just like the consumers are trying to reach. Everyone hears things differently and through different channels. So it works for some people, it doesn't work for others. And you have to say it until you feel like you are. You've said it a million times. Surely everyone has heard it and be like, Nope. it's still reach someone. So everyone will have that moment where they have that point of connection.
Bill Klaproth (host): Right. Absolutely. So, Alan, what, challenges do you face then due to the remote hybrid work model? Talk about that.
Alan Shoebridge: Yeah, well, that's the most probably contentious. Staffing issue for that we're going through, you know, not in terms of trying to retain bring new people in, but really looking at the engagement of your group. we see it in all these different industries. There's a lot of, kind of battle lines, being drawn about people who want to bring everyone back and the employees aren't ready to come back and, trying to find that middle ground. And so a lot of us are moving to hybrid situations where you bring people in a couple of days, a week, or even a little less than that.
But I think it starts with figuring out, you know, where your team stands. So if you're managing a remote team and you're going to have to bring them back and I that's, the situation, people are facing, they might have to bring them back a couple of days a week, or maybe even more frequently. I think as a leader, you have to really assess that and see what kind of feelings your team has. And if you can build a system that works for the group, and I think the hybrid model is the most challenging because when everyone is in person, that's a easy thing that we all know.
When everyone's remote. There are some challenges and Christine talked about the engagement. I think that's really important, especially when people remote. If you're not seeing everyone all the time, it's hard to figure out. someone's having a good day or a bad day or they need extra attention. So there is more that's required of leaders when the teams are remote, but the hybrid piece is sort of this messy middle of well, if I'm going to ask people to come back three days a week, is it all the same day? Is it different? Do you let people do their own schedule? There's a lot there to figure out.
And I do think it starts with just assessing your team, what you want to do. And I know for some people it's not being asked to be everyone come back. So it's optional. And that takes a little bit of work too, to figure out. Are you just going to maybe alienate people who really like working remote? So I think a really precarious position for leaders to navigate through because you could end up. Kind of isolating your team or making people angry about bringing people back too soon without the right reason. So, I know that's happening in every industry, but I see it in healthcare too.
Bill Klaproth (host): Yeah, you have to be flexible as we grapple with retention, right? Christine, you probably know this too. What do we, we have to be flexible to keep our employees so. A lot of times that hybrid model is what they want. They want to, they want both, I want to stay at home and work and I do want to come in sometimes so that I understand what you're saying. I'm kind of that messy mental, if you will. So, Alan, how do you ensure them that you as a leader are position for personal career development and growth when we're all in this same crisis mode?
Alan Shoebridge: Well, yes. And I think a lot of it goes into carving out some time for yourself learn. And that's the nice thing about everyone here is here at the conference this year is that they're taking some time out to invest in themselves. And I think that's important to encourage your team to do, but you need to do it for yourself. leaders, we don't just stop learning because we've reached a certain plateau. You know, if we've 15 years in, oh, we're done. We don't have anything else to learn. It doesn't work like that.
So, invest the time in yourself and I also just advise people look at your social media profile things like that, are you updated? If you had to make a change. Is your experience updated Is your resume updated Just simple things like that Not saying that anyone might be necessarily looking for a new role but just put yourself in the right position in the development phase of it, put yourself in the right position. If you had to make a career pivot, just, don't I guess rest on your laurels. Don't think I'm done because I reached a certain level. You've got to continue developing yourself. Just like you'd tell a more junior person
Bill Klaproth (host): Absolutely Christine. I love your thoughts on that as a leader, how do you position yourself for continued growth when you're in crisis mode?
Christine Albert: That's a great question. And I totally agree with Alan, as you have to not only focus on other people, but think also about yourself, because you can only show up as a better leader if you're also making that investment in learning and growing and thinking differently. in a similar path to, it's always the, kind of the say yes, or looking for ways, ways you can do this and, tangible, tactical ways. I would say one great thing about SHSMD, being engaged and involved there. Is there lots of different ways to scale up or scale down, or I was actually chatting with Alan the other day. I've been with my organization for several years for more than 10. And so there's also this moment of, although I haven't had a lot of changes outside of the organization or different experiences in that regard.
I've been very specific about cultivating engagement involvement in participation in organizations like this or boards in the community. So I'm still learning. So I'm learning, I'm on a finance committee and another board in here in SHSMD and really engaged. So really just thinking about what are the gaps, what do I like to do, but also what do I need to learn? How to do. And you don't have to tackle everything at once. So it could just be, this year is going to be here's my theme. And so sometimes I'll pick a theme and a couple of activities and just put it on the outlook calendar, which is what I live by. So if it's on the calendar, It's happening.
I've got that time blocked and it gets there. And then it's kind of like found time and delight, but just even that little exercise for myself, ensures that it happens.
Bill Klaproth (host): Yeah, that's a great tip and great thoughts about joining SHSMD and being a part of SHSMD and getting involved here and meeting people that is really important for career development as well. So Christine, then let me say with you, what's the main lesson you've learned during the past 2.5 years.
Christine Albert: So many, but you touched on I think the overarching theme is flexibility. And also maybe some humanity within that too. And just being kind to yourself. I think it's been an incredible time for the marketing and comms profession. All of a sudden we had a different seat at the table when it came to COVID leading communications and response. We have that linchpin of how do you take experts and clinicians and uncertainty, all of these things. Crisis, crisis management communications. And how do you make something other, that people need pick an access information, healthcare when and how they need it.
And so let's not waste this moment of this found and learned new place, but also recognizing in that too, we all were dealing with things inside and outside of And so to be your best full self. You may need some flexibility. You may have this hybrid work schedule. There may be other things you need to be thinking about in your life. So I'm appreciating that as well as that. That lesson of flexibility and humanity as leaders and as people, because that's, what's going to bring that kind of engagement, fulfillment, and being your best self.
Bill Klaproth (host): Yeah. There's a certain amount of self-awareness to understanding that to. Would you say that's right and understanding, Hey, I need this, right. You really need to pay attention to this, or I'm feeling this right now. So maybe I shouldn't do this. Is that right?
Christine Albert: Exactly. And just recognizing everyone has lives and we're beings outside of just our work time or your screen time or whatever And I'm not sure why that was always as much on the forefront of the conversation. Prior to COVID and now it is, then people learned a new way of working and living, and there's a lot To come out of that. So we don't want to lose the good.
Bill Klaproth (host): Yeah. that's a, I like that. We don't want to lose the good, I like that. And I liked also the flexibility and look for the humanity as well. And Alan, how about you, tell us, what have you learned experienced during the past two and a half years?
Alan Shoebridge: Well, I'll reinforce something Christine said, which is communication is so key. And as a leader. during COVID and with teams being remote and not seeing everyone as much for me. It just solidified that we need to communicate more. And some of the things that we've done as I came out of crisis mode, like having, you know, regular stand-ups and things like that. Maybe we scaled it back a little, but we've really kept them going and even simple things. And I know Lisa Schiller mentioned this during our presentation. I do it too.
You know, I do have Friday update to my team every Friday. And a lot of it is, sharing some things that I want them to know or industry news, or just giving them a perspective. I include a kind of a reflection to wrap up the week. And I think it's a big mistake if your team doesn't know what you, as a leader value, have interest in what you're doing. When I was coming to the conference, You know, I told the team where I was going and where I'd be and what they'd see for me. And I think it's just a huge mistake if your team doesn't know as a leader, what your sort of perspective is.
And then again, what you're doing and why the worst thing you ever want someone to do is they ask you what's your, your boss or your department leader doing these days. First of all, I don't know. That is a huge miss. So, and it also gets gives you opportunity to get feedback from them about. what they find interesting, what they value hearing from you? That communication. piece just has to continue. And again, I think we knew that before COVID, but COVID reinforced it. And we learned some good practices. I think during the last two and a half years that we'll keep going.
Bill Klaproth (host): So then I would imagine you debrief when you get back to, Hey, I was just here. Here's what I learned. Here's some insight. Is that right?
Alan Shoebridge: Absolutely. I always, you know, kind of put together a summary and share and. Oftentimes I've done over the years. I've done, here's a couple of presentations that I really like. I share the slides, I walked through some stuff and, you know, again, they learn. And again, I feel really strongly about learning and right now not everyone can travel. We have some restrictions on travel due to budget, but. I'm able to come and bring things back to the team. I think that's really valuable.
Bill Klaproth (host): Excellent. I love that. So thank you for sharing that one final question. Anything you'd like to add? Christine, let me start with you about leadership during turbulent times. Anything you want to add?
Christine Albert: Well, I think that is marketing and communications and strategy professionals just by virtue of what we do. No, one's kind of better positioned to weather the storm. And then we'd rather not be in the midst of a crisis, but I think we're in that sweet spot of, being able to understand digest, distill and move forward. And so I think that kind of, that's the culmination of what does it take to be good leaders to navigate, to pull together information and it changes every day. So that flexibility. so as we navigate these times, I think that's a skillset that maybe we had that we flexed in a much bigger way recently, but I think that's going to Leaders in the profession. Well, going forward that ability to adapt, to flex and to support the organization and individuals.
Bill Klaproth (host): And I'm sure you learned some things about yourself. Wow. We were able to do this. We were able to get through this. I found a used muscles. I never had to use before to get through this. Is that right?
Christine Albert: It's very true. And even during one of the keynotes here, talking about kind of being the face of failure or I'm calling that win some learn some as well, but just this feeling of. The confidence in your competence that you may not know how to do something, but that's not a reason not to do it or not to say yes. And being confident that you can figure it out. And so I think that for me as a leader is something coming out of this that I've learned, but I've also observed and learned in the people I lead as well.
Bill Klaproth (host): Yeah, thank you. So, Alan, a final thoughts for me when it comes to leadership during turbulent times?
Alan Shoebridge: I think you should just be authentic number one and then empathetic number two. And there's a lot of ambiguity during times of crisis or things. We can't tell the entire team, but when you get questions, I don't think you evade them or ignore them. You just answer what you can in the most honest and authentic way, and then be empathetic for what people are going through and trying to understand their situation. As I've come into a couple of new leadership opportunities over last year. I sat down with each person on the team, even the extended team. And I asked them, what's working for you. What do you enjoy? Just try to get to know what they value. I don't make a lot of assumptions and understand their situation before you make judgements on it. So I that's what I just think, I think authenticity. And being empathetic are so valuable right now.
Bill Klaproth (host): Yeah. I love those are two great words being authentic and then being empathetic is great. We need more empathy in the workplace or should I see even in the world today? Dare I Say, is that true? Can I say that? I said it, we need more empathy in the world today, Christine. Thank you so much for being here. We appreciate it.
Christine Albert: Oh, I enjoyed it. Thank you.
Bill Klaproth (host): And Alan always great to see you. Thank you.
Alan Shoebridge: Thank you. I appreciate
Bill Klaproth (host): And make sure you sign up for this year's shish med virtual conference, October 12th, 2022 plus on demand through the end of the year, the virtual conference will feature access to 50 plus sessions recorded from the September in-person annual conference. Plus all new live sessions, just go to shsmd.org. That's S H S M D.org/virtual to learn more and to get registered. And please join us at the next Med connections, annual conference September, 2023 in Chicago. And if you found this podcast helpful, please share it on your social channels and find access to our full podcast library at shsmd.org/podcasts. I'm Bill Klaproth. As always, thanks for listening.