Gary Winters

Coach  Workshop Facilitator Author

The Health Care Debate Brings Out The Best and The Worst in Leadership

The national debate over health care reform is bringing out the best – and the worst – in political leadership.

It’s not surprising that Americans increasingly distrust their leaders. What is often called “loyal opposition” is engaged in a calculated attempt to use the health care issue as a way to derail the President and cripple his administration. For many so-called leaders, the use of name-calling, fear-mongering, and outright deception is considered an acceptable way to lead the public.

A disclaimer: I voted for Barack Obama and I support most of the proposals he has put forth to reform health care.

That said, I welcome a real dialogue about alternatives which could help us reach true reform. These have been woefully few and far between.

Instead, the “loyal opposition” has determined that it must say no to nearly everything that is proposed by the party which happens to be in power, which happens to have been elected on a platform of sweeping change. They offer few proposals of their own.

Screaming about so-called Death Panels, killing Grandma, and a socialist agenda is not positive leadership.

It is effective, however. The polls indicate that more Americans are shifting their support and Mr. Obama’s job approval ratings are on the decline.

I dunno. Perhaps that’s okay with some people. I want to support positive leaders (on either side of the aisle, in the political arena).  I want to be proud of the people who are charged with making critical decisions that affect all Americans. I have voted for Democrats, Republicans, and Independents, when their proposals and plans seemed to put forth a positive change for our country.

But the “debate” over health care has saddened and sickened me. It seems that we’re headed for a lowest common denominator solution that will offend no one, and probably fail to correct what’s wrong with our health care system. It’s a shame.

What are the lessons that can be learned from this spectacle?

I suppose one could conclude that leading from fear works. At least in the short term. But I would hope that by the end of this process, we’ll be able to see that leading with a positive vision is the superior stance. As I look back at the history of America, I see countless examples of vision trumping fear, beginning with the vision of a free and independent country.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.