Sixteen years ago I wrote a book titled, "Leading With Love: How Women and Men Can Transform Their Organizations Through Maternalistic Management." In it, I stressed the need for leaders to demonstrate a balanced concern for their companies, customers, communities, employees, and themselves. I also compared great (and not-so-great) leadership with great (and not-so-great) parenting. The articles in our current edition of NAQ remind me of that book. Authors with experience in the world of mergers, acquisitions, and novel partnerships share their wisdom on how best to care for all stakeholders who are experiencing both the stress and excitement brought about by the formation of new entities. I hope you will take time to read what they have to say, because the phenomenon of healthcare systems coming together to form different companies will continue—and those that thrive will be led by executives who pay close attention, care about, and take action to support individuals, groups, and cultures affected by these business changes. As nurse leaders, we are both business executives and professional caregivers. That makes us pivotal to the success of everyone involved in the linking of previously disparate organizations. This is both an opportunity and challenge, but I'm firmly convinced that, with balance and the skills common to both great leaders and great parents, we will succeed.
Thanks for Choosing to Lead,