What is your leadership legacy? How will you define it? How can it have a long-lasting impact?

Many leaders think of their leadership legacy in terms of accomplishments. And, perhaps, how long these accomplishments are remembered or how long these accomplishments — in terms of process implementations or growth of an organization — exist. But is this the best way to determine legacy? Perhaps not. Instead, leaders ought to look at legacy in terms of how many people they develop into leaders or that those who they develop continue to develop others. Perhaps this is the true mark of leadership legacy.

Nurses, and especially talented nurses, are the heart and soul of the health care system as we know it. Their immense job responsibilities extend beyond the clinical knowledge to care for individuals at every level of trauma. They are expected to manage the emotional health and well-being of families, multitask cases beyond the hours in a day, work on their feet with little rest and be on call 24/7.

Onboarding has traditionally been nothing more than a corporate overview for new employees (and if they’re lucky, it’s in the form of a game) followed by a few hours spent filling out benefits paperwork, signing corporate policy statements and then maybe ending with the new employee meeting their leader for lunch. While these things certainly need to be done, it may be worth considering that an employee’s first day should be focused on what is most important and beneficial for their career, not for Human Resources processes.

Many companies understand the benefits of development programs, such as executive coaching, leadership training and strength-management training. However, although organizations understand the benefits, they often fail to understand how to quantify the benefits of such programs. They are unable to get the proof in numbers that development programs are worth the time and the money invested.

Succession planning is at the top of the priority list as organizations contemplate the sheer numbers of employees who will be heading for retirement in upcoming years. The importance cannot be understated. Yet, we have probably all heard that we are bad at succession planning, and that most of our attempts to do it fall short of expectations and/or fail to meet the needs of the organization. But just how bad is it and what impact does this have on our organization’s ability to serve our customers, guests or patients?