Role of an Infinite Mindset in a Healing Ecosystem - Part Two - Implementing a Just Cause
Welcome to part two! In part one, I noted that integrating the critical elements of an infinite mindset is needed to develop a healing ecosystem. Simon Sinek describes five essential practices for success: 1) Advance a Just Cause, 2) Build Trusting Teams, 3) Study your Worthy Rivals, 4) Existential flexibility, and 5) Courage to Lead. He also says it is not sufficient to pick one or two of these but they must all be addressed.
While all are indeed important, it is likely most important to understand and value the importance of implementing a Just Cause. While the other practices are supportive of the approach, it is the inclusion of a Just Cause which will create the message and desired engagement needed.
A Just Cause is not just the WHY statement as many may have already addressed but something more. WHY is a view of the past, the origin of our present actions. A Just Cause is about the future, defining where we are going. It is hopeful (the world we want to live in) and drives us to participate in the work needed to attain that. In short, Sinek says a Just Cause must be: 1) For something—affirmative and optimistic, 2) Inclusive—open to all those who would like to contribute, 3) Service oriented, 4) Resilient—able to endure political, technological, and cultural change, and 5) Idealistic—big, bold, and ultimately unachievable.
As Tim Rice, CEO Lakewood Health System 1980-2022, stated: a Just Cause addresses the question “Why are we here?” and “What is the right thing to do?” The Just Cause affords the opportunity to reframe operational discussions around “why we are here,” which for his organization, is to do no harm to their patients and improve the health of the community. This “for something” - the idea of providing exceptional quality of care and improving the health of the community - is one staff and physicians can rally around. Anything less is unacceptable.
The second idea of inclusiveness in a Just Cause opens it up to different views, different ideas, different perspectives, new ideas, and the young as well as the sage elders who have much wisdom to share. It is one of the characteristics of a network approach, so is readily adaptable to our work.
The third element, service oriented, is and has been something I have seen in many conversations. For this to be part of our mantra, it means that the primary contribution of our work must go to people other than ourselves. This does not mean we do not get compensated financially for the work, but it should be the recipients of our efforts, our clients, who ultimately obtain the most value and benefit. It requires a bit of sublimation of our individual and corporate egos in stepping back and letting others get much of the credit.
The fourth element, resiliency, means we need to deal with unexpected events, which may make current frameworks antiquated, and understand that the outcome is bigger than any one product or process. We need to be able to adapt to new ideas, approaches, and not be locked into our thinking as it exists today. (Remember the Kodak story in part one?)
The last element, idealistic, suggests our goal should be ultimately unachievable. That means that no matter what we accomplish, no matter what we personally and professionally achieve, we will have further to go. It keeps us energized to move forward, be curious, be creative, be innovative, and not satisfied with what might be a “finite success.”
As you think about those high-level thoughts, it seems they are totally compatible, and in fact, valuable in helping us to formulate our message to engage others. It is what we stand for, what we believe in, not what we oppose. Being FOR something makes us feel inspired, interested in including others, focuses us on a new future which sparks our imagination. It is that type of positive statement that will grow interest and support in pursuing a healing ecosystem.
Stay tuned for more on the critical elements of an infinite mindset!