June 07, 2021

Driving Growth and Developing Leaders by Letting Go with Greg Baumer, CGO at naviHealth

34 minutes

Episode #19: Driving Growth and Developing Leaders by Letting Go with Greg Baumer, CGO at naviHealth

In today's episode, Christie spoke with Greg Baumer. As Chief Growth Officer at naviHealth, Greg Baumer serves many of naviHealth’s external functions, including sales, account management, marketing, partnerships, and new solution development. Greg has spent the majority of his career focused on health care, including prior roles in healthcare investing at Advent International and healthcare consulting at McKinsey & Company. When he is not at work, Greg loves to explore Nashville’s burgeoning restaurant scene with his wife and go on “bear hunts” (i.e., family walks) with his three young kids.

Highlights: "Driving Growth and Developing Leaders by Letting Go"

In navigating a crisis, leadership must be ready to expedite necessary change.

To drive growth, it is important to raise your people up and equip them with the resources necessary to support them in their role.

“If I am leading a function, my job is to build up those leaders and put them in a position to lead. They have to do it. I cannot do it for them.”

Moving up in an organization may require letting go of the things that made you successful in your previous role.

Outside of performance reviews, a leader should encourage their team members to have personal development goals and then check-in on their progress during one-on-ones.

Individual goals will help the leader be accountable to allow their team to test different options that allow the team to achieve those individual goals.

Part of the fun in business is engaging in detailed problem solving. When your role evolves you become more involved in people development, that can be hard to balance.

As a leader, only worry about the 2-3 things that could be “catastrophic” if they go wrong. Everything else-allow your leaders to have more bandwidth.

A “pulse-check” on the organization involves asking questions like, “How can I better support the organization” or “Are there any potential issues my leaders will face.”

The best leaders have a great intersection of both confidence and humility.

Having clear development goals can begin with copying your favorite leaders. Think about their story, because there is no need to “reinvent the wheel.”

Sometimes we cannot see what is right in front of us, so just ask, it can be that simple. That shows humility and continuous growth.

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LEADING FORWARD breaks down professional assumptions through meaningful conversations that remind us all that leading, effectively, can and often does look different for each of us.

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By Christie Berger

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