contained in this column and the HBR
article. Throughout our work we need
to create an overall framework of what
we are trying to achieve. Once these values are established we need to develop
ourselves and learn to influence our co-workers and all others we interact with
in a way that will further our established
All of this takes a significant amount
of time and energy. But this is the only
way we will get to the finish line of im-
proving the operations of our depart-
ments and, simultaneously, improving
the jobs we do as managers and leaders.
“What makes the journey especially ar-
duous is that the lessons involved cannot
be taught. Leadership is using yourself as
an instrument to get things done in the or-
ganization, so it is about self-development.
There are no secrets and few shortcuts.
You and every other manager must learn
the lessons for yourself, based on your
own experiences as a boss. If you don’t
understand the nature of the journey,
your more likely to pause or lose hope
and tell yourself, ‘I can’t do this’ or ‘I’m
good enough already.” 1
1Hill LA, Lineback K. Are You a Good Boss—or
a Great One? Harvard Business Review.
January-February 2011. Available at: http://
a-great-one/ar/1. Accessed February 3,
Mark Lerner is the director of diagnostic imaging at
the George Washington University Hospital. He can
be reached at Mark.Lerner@gwu-hospital.com.