Clinical Leader Quotes

Restructuring is a favorite tactic of antisocials who have reached a senior position in an organization. The chaos that results is an ideal smokescreen for dysfunctional leadership. Failure at the top goes unnoticed, while the process of restructuring creates the illusion of a strong, creative hand on the helm.

Politics was at once clinical and human, driven by principles and passions that he (the leader) had to master and harness for the good of the whole.

I was taught that the most hardworking nurse is found at the dirtiest part of the clinical ward.

You missed it when you pay more attention to the damaged car in the mechanic shop than the sick human being in the hospital.

At the beginning of my illness, hospital visits couldn’t be avoided. I needed tests, I had to have my diet and insulin regulated, and once I fainted at school and went into insulin shock and the ambulance came and took me to St. Luke’s. If one of my friends got that sick, I would have called her in the hospital and sent her cards and visited her when she went home. But not Laine. She seemed almost afraid of me (although she tried to cover up by acting cool and snooty). And my other friends did what Laine did, because she was the leader. Their leader. My leader. And we were her followers. The school year grew worse and worse. I fainted twice more at school, each time causing a big scene and getting lots of attention, and every week, it seemed, I missed at least one morning while Mom and Dad took me to some doctor or clinic or other. Laine called me a baby, a liar, a hypochondriac, and a bunch of other things that indicated she thought my parents and I were making a big deal over nothing. But if she really thought it was nothing, why wouldn’t she come over to my apartment anymore? Why wouldn’t she share sandwiches or go to the movies with me? And why did she move her desk away from mine in school? I was confused and unhappy and sick, and I didn’t have any friends left, thanks to Laine. I hated Laine.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

When a gale strikes, a leader’s place is not belowdecks, but at the helm. He should strive to maintain a measure of detachment, both from the emotion of others around him and from the crisis itself, observing it clinically, dispassionately. And he must focus his thinking strictly on the decisions he needs to make, rather than on the consequences that might follow if his decisions are wrong. This detachment and focus will afford him as much isolation as circumstances allow, and they will make him resistant to the emotional tumult around him. From there, the leader must draw upon his inner strength.

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

CEOS who are neurotic impostors are also likely to become addicted to consulting companies.

Every morning I say, “Thank YOU,” and I call a meeting with my committee of Angels. I assign them jobs: Dear Angel … Look after the young single mother in labor. Angel of strength … PLEASE comfort the young father who just found out he is HIV positive. Angels … One of you go to his wife, and make sure she does not get infected. Safety Angel … Please make sure my son wears his helmet on the motorbike. Angel of money … Make sure we can pay the bills for the clinic. Hand-washing Angels, Tooth-brushing Angels, Street-crossing Angels … Look after my grandchildren. Milk Angels … Help the mothers to breastfeed their babies. Angels of Midwives … Look after the birth-keepers. Angels of Peace … Please don’t give up!

Knowing this, I have watched with great interest as Kim Barnas and her team at ThedaCare hospitals in Wisconsin worked at transforming their culture by redesigning the system of daily management. After two years of experimentation, discussion, and study, they found a more deliberative approach to leading a lean healthcare system. By changing the expectations of what managers and frontline supervisors actually do each day, Kim and her team pushed the roots of lean deeper into the organization. This encouraged new ways of thinking, which led to new behaviors. Instead of adding continuous improvement to the list of manager’s duties, improvement became the organizing principle of their work. Thus, a new management system emerged and it was clear that this was the secret sauce that so many had been seeking. Kim discovered that changing a leader’s work content changed the leader as well. From frontline supervisors to top executives, new management duties encouraged everyone to become more respectful, improvement focused, and process orientated. Instead of managing by exception—running after today’s unique emergency—they fixed processes. They standardized processes. In doing so, more improvements to clinical processes remained in place. Projects initiated by frontline caregivers were aligned with the hospital’s major initiatives and relevant to the unit or clinic. Continuous improvement became the working method instead of the extra task.

Oliver W. Addison attended Palmer College and Trident Technical College in Charleston and studied accounting, industrial health and safety, and automobile mechanics. In 2006 he was awarded the Doctor of Humane Letters by the Medical University of South Carolina. He worked for Norfolk Southern Railroad for a total of 28 years, 12 of them as a switchman and conductor and 16 as General Yard Master. He was awarded for having the safest terminal on the railroad in its size category and received accolades for on-time service for the industry. Mr. Addison has been a leader in Union Heights for 38 years and served on the Community Council for over 20 years. He recently received a commendation from the Medical University of South Carolina for his work in bringing a health clinic to the Union Heights community and developing programs for youth. Mr. Addison served on the Charleston County School Board for 8 years and was the board's chair for 1995-1996 and 2001-2002. For his work on the school board, he received a high-profile award from the Post and Courier newspaper.

She, like other whites in the birth control movement, saw the role of Black leaders and health professionals as facilitating their organizations’ efforts among the Black population. They incorporated Blacks in their advocacy to help raise funds and to give legitimacy to the movement’s projects in Black communities. But Black members of advisory councils were not invited to participate in national planning, nor were they allowed to manage the clinics that served Black patients.

One 2004 study of women who’d had an abortion found that about two-thirds of them had received no counseling ahead of time, and only 11 percent who did receive counseling said it was adequate. Just 17 percent said they were counseled on abortion alternatives, and about two-thirds reported feeling pressured to choose abortion. A majority said they weren’t sure of their decision at the time they received an abortion.74 Some women obtain an abortion under duress from their partner, whether literal force or other coercion such as financial pressure or threats to leave the relationship.75 According to some surveys, a majority of women who seek abortion do so because of lack of support from a partner.76 “I can’t tell you how many [post-abortive black] women have fallen into my arms in tears because their significant other put a gun to their head or threatened to kill them or had someone escort them into an abortion clinic to keep them there to make them have an abortion,” pro-life leader Catherine Davis, founder of the Restoration Project, told one of us (Alexandra) in a 2020 interview.77

Also, on the implementation of a strict travel provision, the leader cannot stay at the swankiest hotel in the city or initiate strict spending and purchase a luxury car.

The do-as-I-say-and-not-as-I-do mentality is damaging to the morale of the team and damages your credibility as the leader. This

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

Kevin Samrick, a dedicated Eagle Scout and engineer, has woven leadership, technical prowess, and adventure into his life. His journey started at Campolindo High School, where he was a prominent student leader, and continued at Harvey Mudd College, where he received the esteemed William P. Wiesmann Clinic Award.

According to the Mayo Clinic, burnout is simply work-related stress, “a state of physical or emotional exhaustion that also involves a sense of reduced accomplishment and loss of personal identity.

Emotions must not be part of the decision process: decisions must be clinical and well calculated.

Even before the first Soviet tanks crossed into Afghanistan in 1979, a movement of Islamists had sprung up nationwide in opposition to the Communist state. They were, at first, city-bound intellectuals, university students and professors with limited countryside appeal. But under unrelenting Soviet brutality they began to forge alliances with rural tribal leaders and clerics. The resulting Islamist insurgents—the mujahedeen—became proxies in a Cold War battle, with the Soviet Union on one side and the United States, Pakistan, and Saudi Arabia on the other. As the Soviets propped up the Afghan government, the CIA and other intelligence agencies funneled millions of dollars in aid to the mujahedeen, along with crate after crate of weaponry. In the process, traditional hierarchies came radically undone. When the Communists killed hundreds of tribal leaders and landlords, young men of more humble backgrounds used CIA money and arms to form a new warrior elite in their place. In the West, we would call such men “warlords.” In Afghanistan they are usually labeled “commanders.” Whatever the term, they represented a phenomenon previously unknown in Afghan history. Now, each valley and district had its own mujahedeen commanders, all fighting to free the country from Soviet rule but ultimately subservient to the CIA’s guns and money. The war revolutionized the very core of rural culture. With Afghan schools destroyed, millions of boys were instead educated across the border in Pakistani madrassas, or religious seminaries, where they were fed an extreme, violence-laden version of Islam. Looking to keep the war fueled, Washington—where the prevailing ethos was to bleed the Russians until the last Afghan—financed textbooks for schoolchildren in refugee camps festooned with illustrations of Kalashnikovs, swords, and overturned tanks. One edition declared: Jihad is a kind of war that Muslims fight in the name of God to free Muslims.… If infidels invade, jihad is the obligation of every Muslim. An American text designed to teach children Farsi: Tey [is for] Tofang (rifle); Javed obtains rifles for the mujahedeen Jeem [is for] Jihad; Jihad is an obligation. My mom went to the jihad. The cult of martyrdom, the veneration of jihad, the casting of music and cinema as sinful—once heard only from the pulpits of a few zealots—now became the common vocabulary of resistance nationwide. The US-backed mujahedeen branded those supporting the Communist government, or even simply refusing to pick sides, as “infidels,” and justified the killing of civilians by labeling them apostates. They waged assassination campaigns against professors and civil servants, bombed movie theaters, and kidnapped humanitarian workers. They sabotaged basic infrastructure and even razed schools and clinics. With foreign backing, the Afghan resistance eventually proved too much for the Russians. The last Soviet troops withdrew in 1989, leaving a battered nation, a tottering government that was Communist in name only, and a countryside in the sway of the commanders. For three long years following the withdrawal, the CIA kept the weapons and money flowing to the mujahedeen, while working to block any peace deal between them and the Soviet-funded government. The CIA and Pakistan’s spy agency pushed the rebels to shell Afghan cities still under government control, including a major assault on the eastern city of Jalalabad that flattened whole neighborhoods. As long as Soviet patronage continued though, the government withstood the onslaught. With the collapse of the Soviet Union in late 1991, however, Moscow and Washington agreed to cease all aid to their respective proxies. Within months, the Afghan government crumbled. The question of who would fill the vacuum, who would build a new state, has not been fully resolved to this day.

I just think a leader has to keep reminding himself to be clinical about these sorts of judgements. You don't have to love your players or your management team, but you do need to respect their abilities.

Fall River, an old mill town fifty miles south of Boston. Median household income in that city is $33,000, among the lowest in the state; unemployment is among the highest, 15 percent in March 2014, nearly five years after the recession ended. Twenty-three percent of Fall River’s inhabitants live in poverty. The city lost its many fabric-making concerns years ago and with them it lost its reason for being. People have been deserting the place for decades.14 Many of the empty factories in which their ancestors worked are still standing, however. Solid nineteenth-century structures of granite or brick, these huge boxes dominate the city visually—there always seems to be one or two of them in the vista, contrasting painfully with whatever colorful plastic fast-food joint has been slapped up next door. Most of these old factories are boarded up, unmistakable emblems of hopelessness right up to the roof. But the ones that have been successfully repurposed are in some ways even worse, filled as they often are with enterprises offering cheap suits or help with drug addiction. A clinic in the hulk of one abandoned mill has a sign on the window reading, simply, “Cancer & Blood.” The effect of all this is to remind you with every prospect that this is a place and a way of life from which the politicians have withdrawn their blessing. Like so many other American scenes, this one is the product of decades of deindustrialization, engineered by Republicans and rationalized by Democrats. Fifty miles away, Boston is a roaring success, but the doctrine of prosperity that you see on every corner in Boston also serves to explain away the failure you see on every corner in Fall River. This is a place where affluence never returns—not because affluence for Fall River is impossible or unimaginable, but because our country’s leaders have blandly accepted a social order that constantly bids down the wages of people like these while bidding up the rewards for innovators, creatives, and professionals. Even the city’s one real hope for new employment opportunities—an Amazon warehouse that is in the planning stages—will serve to lock in this relationship. If all goes according to plan, and if Amazon sticks to the practices it has pioneered elsewhere, people from Fall River will one day get to do exhausting work with few benefits while being electronically monitored for efficiency, in order to save the affluent customers of nearby Boston a few pennies when they buy books or electronics.15

One of the biggest obstacles on the path of peace, or even peaceful coexistence, between Israelis and Palestinians was placed by the international community and media when it redefined Hamas as an "organization." One result is that outsiders try to reach a solution based on the assumption that Hamas has structure and leaders. It does not. It has no "political wing" or "militant wing." Hamas is a loosely-knit band of terrorists. Its leaders are whoever has weapons, plans, and influence. Hamas is thuggish and cowardly. Those who fly the green flag are not military combatants. Nor do they represent, or care a whit, for the Palestinian people, as evidenced by their strategy of hiding in and fighting from schools, clinics, hospitals, and people's homes. After what passed for an election some Hamas terrorists were further redefined as politicians and diplomats, though they were neither politic nor diplomatic, evidenced by the fact that many "govern" from Israeli prisons. Prior to the Second Intifada, which began in 2000, Hamas had been emasculated and nearly eradicated by Yassir Arafat, who rounded up, disarmed, and imprisoned the terrorist "leaders," leaving its remaining members to return to their homes. Arafat ensured that members of Hamas had no place to hide among the Palestinian people. And that is the only way the terrorist cancer in Gaza will be excised today. In the absence of Arafat, the task falls by default to Israel, which would do better to enable the citizens of Gaza to purge themselves of Hamas and reward them for doing so than try to get rid of the bad apples by blowing up the barrel, if you'll excuse the mixed metaphor.

Shortly after I began work with Teresa, I acquired another MPD client, a supposedly schizophrenic young man I will call Tony. He called in to the clinic on a day I was on telephone duty, saying he was having flashbacks of "ritual abuse.” I did not yet know what that was. Tony became my client. He could be quite entertaining. I have a vivid memory of him as a three-year-old, "Tiny Tony,” standing on his head on my office couch, and running down the hall to try unsuccessfully to make it to the bathroom. He had in his head the entire rock band of Guns’n’Roses, and I got to know Axl, the band leader, quite well. I remember the time Tony was in hospital and I went to visit him; Axl popped out and said, "Remember, we’re schizophrenic in here!

Clinical and counseling psychology research literature is overwhelmingly overloaded with junk science (Hagen, 1997). Researchers and/or professors of psychology and psychiatry may have long illustrative careers where they have numerous refereed published studies, may have risen to high ranks, such as full professor, even at prestigious universities, may have served as editors or associate editors of several professional journals, and may have been voted as leaders in several professional organizations, all of which may be predicated on a career of doing nothing but junk science

By April 23, 2014, thirty-four cases and six deaths from Ebola in Liberia were recorded. By mid-June, 16 more people died. At the time it was thought to be malaria but when seven more people died the following month tests showed that was the Ebola virus. The primary reason for the spreading of the Ebola virus was the direct contact from one person to the next and the ingesting of bush meat. Soon doctors and nurses also became infected. On July 2, 2014, the head surgeon of Redemption Hospital was treated at the JFK Medical Center in Monrovia, where he died from the disease. His death was followed by four nurses at Phebe Hospital in Bong County. At about the same time two U.S. health care workers, Dr. Kent Brantly and a nurse were also infected with the disease. However, they were medically evacuated from Liberia to the United States for treatment where they made a full recovery. Another doctor from Uganda was not so lucky and died from the disease. Arik Air suspended all flights between Nigeria and Liberia and checkpoints were set up at all the ports and border crossings. In August of 2014, the impoverished slum area of West Point was cordoned off. Riots ensued as protesters turned violent. The looting of a clinic of its supplies, including blood-stained bed sheets and mattresses caused the military to shoot into the crowds. Still more patients became infected, causing a shortage of staff and logistics. By September there had been a total of 3,458 cases of which there were 1,830 deaths according to the World Health Organization. Hospitals and clinics could no longer handle this crisis and patients who were treated outside died before they could get help. There were cases where the bodies were just dumped into the Mesurado River. The Ivory Coast out of compassion, opened carefully restricted humanitarian routes and resumed the previously suspended flights to Liberia. Ellen Johnson Sirleaf the president of Libera sent a letter to President Barack Obama concerning the outbreak of Ebola that was on the verge of overrunning her country. The message was desperate, “I am being honest with you when I say that at this rate, we will never break the transmission chain and the virus will overwhelm us.” Having been a former finance minister and World Bank official, Johnson Sirleaf was not one for histrionics however she recognized the pandemic as extremely dangerous. The United States responded to her request and American troops came in and opened a new 60-bed clinic in the Sierra Leone town of Kenema, but by then the outbreak was described as being out of control. Still not understanding the dangerous contagious aspects of this epidemic at least eight Liberian soldiers died after contracting the disease from a single female camp follower. In spite of being a relatively poor country, Cuba is one of the most committed in deploying doctors to crisis zones. It sent more than 460 Cuban doctors and nurses to West Africa. In October Germany sent medical supplies and later that month a hundred additional U.S. troops arrived in Liberia, bringing the total to 565 to assist in the fight against the deadly disease. To understand the severity of the disease, a supply order was placed on October 15th for a 6 month supply of 80,000 body bags and 1 million protective suits. At that time it was reported that 223 health care workers had been infected with Ebola, and 103 of them had died in Liberia. Fear of the disease also slowed down the functioning of the Liberian government. President Sirleaf, had in an emergency announcement informed absent government ministers and civil service leaders to return to their duties. She fired 10 government officials, including deputy ministers in the central government who failed to return to work.

Watch your words; they become your actions. Watch your actions; they become your habits. Watch your habits; they become your character. Watch your character; it will become your destiny. And that’s not always good:

For most of those in attendance, me included, Trump belonged in the same category as Sarah Palin: an “entertainer,” as King said when introducing the reality television personality. In fact, this was an insult to the future president. Whereas Trump actually spoke of policy, however fleetingly and unintelligibly, the former Alaska governor delivered a speech that was incoherent bordering on clinically insane. “GOP leaders, by the way, y’know the man can only ride ya when your back is bent,” Palin said. “So strengthen it. Then the man can’t ride ya. America won’t be taken for a ride.