When managers are rewarded for finding problems instead of fixing systems, practices stay stuck in crisis mode. Discover how to shift toward solution-oriented leadership that improves productivity, reduces burnout, and strengthens team performance.
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Episode 42
A 2025 Deloitte survey found that solution-oriented leaders in healthcare practices improve team productivity by 23% through enhanced operational efficiency. Yet in most private practices, the management culture is the opposite — managers earn their status by surfacing problems, not by quietly preventing or resolving them. As Albert Einstein said: we cannot solve our problems with the same thinking we used when we created them.
Brandon's analogy: when you walk into a restaurant and see the manager running frantically between the kitchen and dining room putting out fires — that's not a sign of a great manager, that's a sign of a preventable system failure. The best managers make everything look effortless because they've anticipated and addressed issues before they became visible. The goal in every private practice should be the same: build managers who lead with a prevention mindset, not a crisis response mindset.
Brandon's case study: a manager at one of his client practices who generated constant noise for six months. His approach was methodical — he removed function after function from the manager's plate to isolate whether the problems were real or manufactured. The answer became clear: the manager's perceived job security was built on the volume of problems she was visibly managing. Once those were removed, the noise continued. The role was not a fit. Resources like the GROW coaching model and the book Crucial Conversations give managers structured frameworks to shift from vocalizing problems to proposing and testing solutions.
Brandon's framework:
