Becker's Hospital Review

54 PRACTICE MANAGEMENT THOUGHT LEADERSHIP Thoughts on a More Motivated 2017: Drop the 'Mail It In' Attitude By Chuck Lauer, Former Publisher of Modern Healthcare, Author, Public Speaker and Career Coach E ffort is a byproduct of attitude. What happens at work carries over to the rest of your life. I was talking to my great friend Terry Mulligan, a former top executive with Baxter International, and somehow we got on the subject of attitude and pro- ductivity in the workplace, specifically how some people excel while so many others either fail or maybe worse, just trudge through their work lives, steeped in mediocrity. Terry told me a story that I believe sums up these wide variances in per- formance. When he entered the Army and attended Officers Candidate School, he passed all the written tests he was given and performed admi- rably on the physical skills tests, but didn't exactly put himself out. "I did just enough to get by. I kept my nose clean and didn't bother anybody and I didn't cheat. I thought I was doing well until one day, I was called into the captain's office for a chat." He was about to get his comeuppance. "Mulligan, we had high hopes for you when you first entered OCS," the captain said, noting that Terry had played football for Iowa, graduated with honors and from outward appearances seemed to have a good attitude. "We thought you would be a 'gung ho' leader for the company and later would be an outstand- ing Army officer, inspiring your men. Unfortunately, that isn't the way things have been working out, and we are all disappointed. It seems you have a 'mail-it-in' attitude; you do what you have to do but don't go any further than that. "at isn't the way you get ahead in this world," the captain said. "To be noticed and to be a great leader, you have to be willing to give each day 100 percent no matter the circumstances. You have to set the standard for your men and your fellow officers. You've got a lot of potential, but haven't really used much of it yet. You have about 8 weeks le to show your potential, and I am suggesting you start over with a new attitude and be the person and leader you can be. Now get out of here! And get back with your company and let's see what you can do!" Terry slunk back to his barracks and let this dressing down sink in. "I thought about everything he had told me and I realized I had been giv- ing a very average performance day aer day. I guess you could say I had an epiphany, because aer that talk from the captain I promised myself I would give 100 percent effort every day. I have followed that philosophy every day since. at captain changed my whole life, and I attribute any success I have had over the years to his advice and that chat." Aer the Army experience, Mulligan got into the selling business and started with American Hospital Supply, selling medical products and services to hospitals. Aer Baxter bought out American Hospital Supply back in the 80s, Vernon Loucks, the chairman of Baxter, asked Terry to

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