b'EDUCATION GUIDE|Listing Leadership Skills L eaders come in all shapes and forms, with different qualities that make them effective, regardless of their role or profession. Indeed.com provides an overview of some of these key traits. For example:Decisiveness. Effective leaders are those who can make decisions quickly with the information they have. Effective deci-sion-making comes with time and experience. As leaders become more familiar with their specific industry, they are able to make decisions faster, even without having all of the necessary information. Integrity. Integrity is often seen as just truthfulness or honesty. But, in many cases, it also means having and standing by a set of strong values. Integrity in the workplace often means being able to make ethical choices and helping the company maintain a posi-tive image. All businesses seek to hire workers who have a strong sense of integrity.Relationship building. Leadership requires the ability to build and maintain a strong and collaborative team of individuals working toward the same goal. Team building requires other leadership strengths, like effective communication skills and conflict resolution.Problem-solving. Good leaders are skilled at problem-solving issues that arise on the job. Effective problem solving often requires staying calm and identifying a step-by-step solution. Problem-solving skills can help leaders make quick decisions, resolve obstacles with their team and external teams alike, and ensure projects are completed on time, according to the specifications.Dependability. Being a dependable leader means that people can trust and rely on them. A dependable person follows through on plans and keeps promises. The strong relationships built by a dependable leader create a resilient team that is able to work through difficulties that may arise.The ability to teach and mentor. One skill that differentiates leadership from many other competencies is the ability to teach and mentor. Effectively teaching colleagues or direct reports to grow in their careers helps organizations scale. Often, this skill requires that leaders think less about themselves and more about how to make their team as a whole successful.REFERENCE Indeed.com, 2020. Accessed August 27, 2020. [https://www.indeed.com/career-advice/resumes-cover-letters/leadership-skills]payer organizations.ity to build and work in a health IT ecosys- enough for tomorrows healthcare chal-She cites curiosity as an example of a keytem as being especially critical. She alsolenges, says Sun, who also suggests seeking soft skill.urges hospital administrators to seek thosethose with a knack for preventing problems This industry, and the technology thatwith a digital mindset for leadershipbefore they occur. supports it, is always changing, and at a diz- positions.Conventional wisdom always looks at zying pace, says Kreovsky. Leaders in thisHealthcare is going through a digitalpeople with problem-solving skills, but that field are committed to continuous learning.transformation, she says. This will driverequires a problem to be solved. Waiting for This fosters an ability to think outside thedemand for healthcare IT professionalsa problem to occur before applying a skill is box and to be a tomorrow thinker, i.e, tothat adopt a patient engagement mindsetquite reactive, he says. This practice has stay ahead of the curve.and execute their work and design servicesled to many of the current issues in health-Strong communication skills, both verbaland solutions that are human-centered andcare. Problem prevention requires systemic and written, should be valued as well.focused on value and satisfaction.insights.The ability to be clear and succinct, toTed Sun, PhD, president and chief innova-express complex ideas at a level and man- tions officer at Transcontinental University,WHAT LEADERS NEED TO GO FORWARDner that will resonate with the audience, andagrees that healthcares quickly changingOf course, healthcare has changed drasti-to read and respond to the audience is key,environment puts the emphasis on desire tocally just in the months since COVID-19 says Kreovsky.learnand the ability to learn quicklyinstruck U.S. shores. searching for would-be leaders.Before COVID-19, we as a healthcare TECHNICAL SKILLS STILL MATTER With the current fast-changing envi- community had a heavy focus on addressing In addition to agility, adaptability andronment, [leaders] have to be humble andunnecessary careboth overutilization and some of the above intangible traits, techni- be constantly in search of new knowl- utilization of the wrong site of care, says cal proficiency is still important, of course.edge, skills, and develop their intelligences.Trafton. This required healthcare leaders to Kreovsky stresses data literacy and the abil- Without it, their existing skills wont bedevelop an aptitude for analyzing care data'