Healthcare Leadership Excellence

In this episode, I welcome back MaryCay Durrant for a conversation about something healthcare leaders often struggle to make time for: slowing down and building meaningful relationships with their teams.

We discuss why even the most talented teams can struggle when people are constantly focused on getting things done. MaryCay shares how she uses nature and horses to help executive teams recognize patterns in their behavior, have difficult conversations, and build trust in ways that traditional meetings often cannot.

We also explore the hidden costs of constantly pushing forward without taking time to connect. When leaders overlook the human side of their organizations, they risk losing the energy, engagement, and commitment of the very people they depend on.

One of my favorite takeaways is MaryCay's concept of Return on Energy (ROE). Beyond measuring productivity and results, leaders need to pay attention to what gives their people energy and what drains it. Sometimes, a few minutes of intentional reflection can make a meaningful difference.

This conversation is a reminder that effective leadership doesn't always require complicated solutions. Sometimes, the most important thing we can do is slow down, listen, and make room for people to connect.

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In this episode, I sit down with Dr. John D’Angelo, President and CEO of Northwell Health, one of the largest healthcare systems in the country, for a conversation about leadership, purpose, and making an impact.

Dr. D’Angelo shares his journey from emergency medicine physician to leading an organization of 108,000 employees. We discuss why his career was never about chasing titles, but about finding opportunities to contribute, solve problems, and make a difference.

We also explore the lessons he learned leading through the COVID-19 pandemic, particularly the importance of making decisions with incomplete information, being comfortable with uncertainty, and knowing when to change course.

A significant part of our conversation focuses on organizational culture. Dr. D’Angelo explains why investing in people is not something leaders can afford to abandon during difficult times. We discuss how purpose, trust, and leadership presence influence employee engagement, retention, and ultimately patient care.

We close with practical advice for emerging leaders, including the importance of mentorship, executive coaching, continuous learning, and servant leadership. Dr. D’Angelo reminds us that great leadership is not about the position we hold, but the impact we have on the people we serve.

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In this episode, I sit down with Frans Campher, CEO and U.S. President of Integral Leadership Dynamics, executive coach, and author of The First Step, to discuss what it really takes to become an effective leader.

With 28 years of experience leading and advising organizations such as Johnson & Johnson, GSK, Deloitte, BP, and Citibank, Frans brings a wealth of practical leadership insights. We discuss why moving from being an expert in your field to leading others requires a fundamental shift in mindset, from having all the answers to developing the people around you.

We also explore the challenges of leading through change. Frans explains why organizations often struggle when decisions are made without involving the people closest to the work. His advice is simple: slow down to speed up. Successful change requires listening, understanding concerns, and bringing people into the process.

Our conversation also touches on trust, authenticity, and organizational culture. Frans shares why leaders must first learn to trust themselves, how personal values influence emotional reactions, and why even the highest-performing employee can undermine an entire team when their behavior doesn't align with its culture.

We close with practical leadership habits that anyone can begin using today: listen to understand, ask better questions, and trust your own experience. It's a valuable reminder that leadership isn't about having all the answers. It's about creating an environment where others can grow, contribute, and succeed.

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In this episode, I sit down with Dr. Diane Dye, founder of People Risk Consulting, to discuss how leaders can approach change, innovation, and organizational challenges without creating unnecessary chaos.

Dr. Dye brings more than 20 years of leadership experience in high-stakes industries, including healthcare and behavioral health. We explore how some organizations turned the challenges of the COVID-19 pandemic into opportunities for growth, while others struggled to move beyond their traditional ways of operating.

We also discuss the difference between managing change and leading it. Dr. Dye introduces the concept of "change chaos" and explains how too many initiatives, poorly communicated decisions, and a lack of validation can overwhelm employees and undermine organizational performance.

Our conversation also turns to artificial intelligence and the importance of using AI as a thought partner rather than a replacement for human judgment. Dr. Dye shares her BRAVER model for approaching organizational change through better questions, research, experimentation, and a clear focus on results.

Throughout our discussion, one message stands out: effective leadership is not about introducing more change. It's about understanding the real problem, challenging assumptions, and making thoughtful decisions that improve outcomes for employees, patients, and the organization.

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In this episode, I welcome back Dr. Rob Orman for another conversation about his book, Supranormal, and the mindset and practices that help healthcare professionals thrive in demanding careers.

We begin by exploring the difference between empathy and compassion, and why caring for others doesn't mean taking ownership of their outcomes. Dr. Orman introduces the drama triangle and explains how stepping outside the roles of hero, victim, and villain can lead to more productive conversations, particularly when emotions are running high.

We also discuss the importance of preparing ourselves mentally for difficult interactions. From practicing compassion and patience to recognizing when logic isn't what an emotional situation needs, Dr. Orman shares practical ways to respond more thoughtfully under pressure.

Our conversation then turns to career satisfaction and the idea of treating our work and lives as ongoing experiments. Rather than accepting a career exactly as it's handed to us, Dr. Orman encourages us to make intentional adjustments that better align with our needs, priorities, and values.

It's a thoughtful conversation about managing ourselves, caring for others, and creating a career that is not only sustainable but deeply fulfilling.

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In this episode, I welcome back Kim Best, founder of Best Conflict Solutions, for another conversation about the practical skills leaders need to navigate conflict and build stronger relationships.

We explore why finding common ground can be so difficult, especially when emotions are running high. Kim explains why leaders need to recognize the emotions behind people's reactions and how slowing down, listening, and asking better questions can prevent difficult conversations from escalating.

We also discuss the difference between listening and giving advice. Too often, leaders rush to solve problems before fully understanding them. Kim shares practical ways to listen more effectively, avoid labeling people as difficult, and create an environment where people feel heard and respected.

Our conversation also touches on the damage gossip can do to organizational trust, the importance of empathy in leadership, and how anger can reveal underlying concerns that need attention. We explore simple approaches to communicating more effectively, including finding constructive alternatives when saying no.

Throughout our discussion, one message becomes clear: conflict resolution is a skill that can be learned and strengthened through practice. Leaders who develop these skills are better equipped to build trust, improve collaboration, and guide their teams through challenging situations.

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In this episode, I sit down with Claudia Crist, a healthcare executive and leadership consultant with more than 30 years of experience, to discuss leading through change, building resilience, and creating workplaces where people want to stay.

Claudia shares lessons from her leadership journey, including navigating the challenges of COVID-19 while leading a mental health clinic in Hawaii. We discuss why constant change takes a toll on employees and how leaders can help their teams manage stress, uncertainty, and the pressures of today's workplace.

We also explore the challenges of transitioning from frontline employee to leadership. Claudia explains why promoting talented individuals without preparing them for leadership can lead to frustration, burnout, and turnover. She emphasizes the importance of mentorship, leadership development, and investing in people before problems arise.

A key part of our conversation focuses on employee engagement and retention. Claudia shares practical leadership practices, including spending time with employees, listening to their concerns, following through on commitments, and building trust across generations.

Our conversation is a reminder that strong organizations are built through consistent leadership practices, genuine relationships, and a commitment to helping people succeed.

👉  Download The Leader’s Ultimate Guide to Difficult Conversations, a practical framework for entering difficult conversations with clarity, discipline, and influence.

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In this episode, I welcome my longtime mentor and coach, Paul Martinelli, for a conversation about personal growth, self-limiting beliefs, discipline, and leadership. Paul's influence on my own development over the past decade has been significant, and I'm pleased to share some of his wisdom with our listeners.

We begin by exploring the beliefs that hold us back, including the inner critic Paul calls “Norm.” He explains how our self-image, past experiences, and fear of failure can quietly influence our decisions and keep us from reaching our potential.

We also discuss the seven levels of awareness and why recognizing the need for change is only the beginning. Paul shares how discipline, experience, and personal responsibility help us move beyond good intentions and turn growth into meaningful action.

Our conversation then turns to leadership, particularly the importance of setting and maintaining high standards. Paul explains why leadership is influence, why people need to feel heard before they will listen, and how addressing small issues early can prevent much larger problems.
Paul reminds us that growth requires more than knowledge or ambition. It takes a willingness to challenge our thinking, hold ourselves accountable, and consistently raise the standards we live and lead by.

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In this episode, I sit down with Dr. Ron Friedman, social psychologist and author of Superteams, to explore what separates exceptional teams from average ones. His research, which surveyed more than 6,000 workers, found that the strongest teams get more done, make one another better, and continuously look for ways to improve.

We discuss why experimentation and intelligent risk-taking are essential for growth, and how leaders can create an environment where mistakes become opportunities to learn rather than something people feel they need to hide.

Dr. Friedman also shares practical ideas for improving meetings, giving feedback, handling disagreement, and building stronger relationships across a team. A particularly useful question for leaders is simple: “Where are we stuck?” Instead of spending meetings reporting progress, teams can use that time to solve the problems that actually need attention.

We also talk about the importance of leaders rolling up their sleeves, supporting the growth of their people, creating space for focused thinking, and sharing credit with those whose contributions can easily go unnoticed.

This conversation is filled with research-backed ideas leaders can put into practice immediately to build teams that perform at a higher level while helping the people around them become better.

👉  Download The Leader’s Ultimate Guide to Difficult Conversations, a practical framework for entering difficult conversations with clarity, discipline, and influence.

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In this episode, I welcome back Kim Best, founder of Best Conflict Solutions, for part two of our conversation on practical ways to navigate conflict. Kim brings decades of experience in healthcare, mediation, and conflict management, and we explore several ideas from her Conflict Conversation Cards.

We discuss why disagreement does not have to mean opposition, why people often avoid difficult conversations in the name of keeping the peace, and the importance of separating the person from the problem.

Kim also explains the “anger iceberg”—the idea that anger often sits on top of deeper feelings such as fear, rejection, overwhelm, or feeling unheard. We talk about slowing down long enough to understand what may actually be happening beneath someone’s reaction.

The conversation also explores the stories we create when we do not have all the information, our tendency to label people as difficult, and why listening requires more than simply waiting for our turn to speak.

We close with two especially important reminders: impact matters even when our intentions are good, and when we do not know someone’s motives, choosing a more generous assumption can protect both the relationship and the conversation.

It’s another practical conversation about becoming more thoughtful, curious, and disciplined when conflict shows up.

👉  Download The Leader’s Ultimate Guide to Difficult Conversations, a practical framework for entering difficult conversations with clarity, discipline, and influence.

👉 Who is Karl Pister?
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