Issue link: https://beckershealthcare.uberflip.com/i/644565
72 THOUGHT LEADERSHIP nized for his efforts to help victims of domestic violence and finan- cial abuse, or Citadel Founder and CEO Ken Griffin's commitment to early childhood education by helping create a charter school in Chicago. 5. Understand the distinction between leadership and man- agement. Leadership and management are not interchangeable terms. "[M]anagement is a skill you learn to make numbers — to satisfy shareholders and direc- tors," Mr. Edelman says. "Leadership is a skill you learn through hard experience. It applies to a broader population: employees, communi- ties and customers." Mr. Edelman stressed that when managers become CEOs, they have to be prepared to graduate to a higher level of leadership. It's far from easy, but understanding the difference between the terms will lead to myriad benefits, including a more innovative business structure and a better supply chain. Above all, leaders do exactly what Mr. Edel- man emphasized throughout his presentation: ey share their story. Employees follow lead- ers — rather than managers — because they're willing to share their story and their values. 6. Get comfortable with the media. Plain and simple, the majority of CEOs aren't fans of talking to the media and reporters. "ey think it's all risk and no reward," Mr. Edelman says. "ey also don't like being asked the hard questions." But answering these hard questions is import- ant, according to Mr. Edelman. While many CEOs stay under the radar, it's time to change that. "[G]oing through the ordeal of the media is part of your job," he says. Without transpar- ency, CEOs cannot gain trust. CEOs have to talk to the media and let their voice be heard. In addition, frequent discussions with em- ployees falls under the category of transpar- ency. "It's also part of your job to have direct channels to your constituents and to have frank conversations with your employees," Mr. Edelman says. 7. Find your own ways to be authentic and have fun. Most of the general population sees CEOs through a certain lens: as a class of people. But as leaders, CEOs must strive to be seen not as a class, but as human beings. To achieve this, CEOs need to tell their story and become more authen- tic. One problem with CEO trust "is that no one knows who you are because you don't talk because you're afraid to talk," Mr. Edelman says. Instead, "[y]ou need to put your head over the parapet and tell people who you are, what you do and why," Mr. Edelman says. ere is no playbook for how to be genuine — executives have to take risks and find what works for them and their teams. Mr. Edelman shared his secret tip for boosting trust: He takes a selfie with employees at every office he travels to. Sometimes he stands in front of a group of individuals, and other times he climbs a ladder to get the perfect shot. Utiliz- ing techniques like this can be very beneficial. "It makes you human," Mr. Edelman says. n "Management is a skill you learn to make numbers...Leadership is a skill you learn through hard experience." MARK IT DOWN July 27-28, 2016 l Fairmont, Chicago CIO/HIT + Revenue Cycle Conference Becker's 2nd Annual