Send us a text Episode OverviewIn this episode, Jarvis T. Gray explores a crucial and often overlooked aspect of leadership development in healthcare: finding and nurturing future leaders before they take on the official title. Jarvis challenges the conventional wisdom that leadership is only for those already in formal positions and emphasizes the need for proactive, intentional investment in emerging talents already on your team.Key Topics CoveredRecognizing Leadership Potential EarlyLeadership starts ...
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Episode Overview
In this episode, Jarvis T. Gray explores a crucial and often overlooked aspect of leadership development in healthcare: finding and nurturing future leaders before they take on the official title. Jarvis challenges the conventional wisdom that leadership is only for those already in formal positions and emphasizes the need for proactive, intentional investment in emerging talents already on your team.
Key Topics Covered
- Recognizing Leadership Potential Early
- Leadership starts with posture, mindset, and potential—not a title.
- Early signs: emotional intelligence, curiosity, ownership, and influence.
- Real-life examples, such as a frontline phlebotomist quietly influencing her team.
- Essential Traits to Spot in Emerging Leaders
- Coachability: How do they receive and act on feedback?
- Accountability: Do they take responsibility, even when things go wrong?
- Systems thinking: Can they connect dots and see patterns?
- Collaboration: Are they building bridges and trust?
- Growth mindset: Are they open to learning and uncomfortable conversations?
- How to Cultivate Future Leaders
- The importance of early and intentional exposure (e.g., inviting staff to observe meetings, leading huddles, giving stretch projects).
- Structured encouragement and mentorship make the biggest difference.
- Example of a surgical tech whose leadership journey began with a small project and supportive coaching.
- Building a Culture of Leadership Development
- Shift from HR owning leadership development to everyone being involved (managers, directors, executives, peers).
- Make leadership development a part of job descriptions and performance metrics.
- Celebrate leadership behaviors at every level, not just after a promotion.
- Initiatives like monthly Leadership in Action awards to reinforce this culture.
Key Takeaways
- Leadership is a behavior, not a job title.
- Recognizing and developing leadership potential must be intentional—don’t wait for self-selection or job openings.
- Mentorship, feedback, and early exposure to leadership situations are game changers.
- Culture matters: organizations that celebrate and reward leadership growth at every level create stronger, more diverse pipelines.
Reflection Questions
- Who on your team already displays leadership qualities without the official title?
- What early development opportunities can you offer this week?
- Does your organization reward and recognize growth and leadership at every level?
- What changes can be made to embed leadership development into your culture?
Action Challenge
- Make a list of 2–3 people who show leadership potential and reach out to offer support or opportunity.
- Talk with your leadership team about your strategy for building your pipeline.
- Celebrate one emerging leader this week—especially if they're "not ready yet."
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