In today’s dynamic business environment, good leadership can mean the difference between an organization flourishing and struggling to find its footing. One aspect of leadership that greatly impacts employee morale and overall success is the leader themselves. As leaders, it’s essential to recognize the dangers of ego-driven decision-making and prioritize humility in interactions with colleagues and team members.
When assuming a position of leadership, there is an obligation to then empower and support, and create an environment in which teams can thrive and reach their greatest potential – especially in the healthcare industry, where innovation and creative thinking are critical. It is through that building of strong teams and culture that organizations can better treat their customers with a higher level of engagement, with all roads leading to growth and profitability. Left unchecked, ego can hinder creativity, stifle innovation, and erode team morale.
Let’s further explore how humility can drive innovation, foster inclusivity, and balance profitability with purpose in healthcare organizations.
The Transformative Potential of Low Ego Leadership
Low ego leadership stands in stark contrast to traditional hierarchical models, prioritizing collaboration and trust over authority. Traditional leadership paradigms, characterized by ranked structures, can stifle innovation and limit employee engagement. A shift towards purpose-driven leadership, however, prioritizes the needs of employees to better create a culture of empowerment and continuous improvement. Purpose-driven leadership is all about helping employees find personal meaning in their work – all roads leading to a deeply committed workforce that thrives on shared goals and aspirations. And studies consistently showcase its positive impact on organizational culture and performance. In fact, a report from Harvard Business Review revealed that over a three-year period, most purpose-driven businesses (58%) experienced growth of at least 10%, compared to just 42% with a less clear purpose.
Also central to effective leadership is the cultivation of an inclusive environment where diverse perspectives are not only welcomed but celebrated. A study found that companies in the top quartile for gender diversity on their executive teams were 15% more likely to experience above-average profitability than companies in the 4th quartile. Additionally, according to research by McKinsey & Company, companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians. So, “diversity” and “inclusion” aren’t merely buzzwords. The data is clear: diversity in thought, experience, and background has a direct impact on the bottom line. Leaders hold a responsibility to encourage open dialogue and constructive dissent, where all team members feel supported enough to contribute their unique insights. Employees need to know that they can speak up and offer a contrarian view. If employees don’t feel comfortable disagreeing, or at least raising a question, then problems may not be discovered; leadership can miss opportunities to make tweaks to strategy that might make a massive impact six months from now.
Through targeted recruitment efforts and inclusive decision-making processes, leaders can build a team that reflects the diverse communities they serve. And despite challenges, such as unconscious bias, organizations can overcome barriers by implementing strategies like bias training and mentorship programs to support underrepresented groups.
Effective leadership is not just about diversity, company culture or even the bottom line; while profitability is essential for the sustainability of healthcare organizations, it must be balanced with a sense of purpose. Yes, leadership has a fiduciary responsibility to run successful businesses, but they also owe it to their teams to provide a sense of purpose and belonging. By articulating a vision that resonates with team members and genuinely investing in their well-being, organizations can redefine conventional paradigms and steer their organizations towards sustained success in an ever-evolving business landscape.
Nicole Rogas
Nicole Rogas is the President of RevSpring, joining the company in January 2025. A dynamic healthcare IT executive with over 21 years of experience, Nicole is responsible for Sales, Marketing, and Customer Experience. Most recently, Nicole served as President at symplr, a leading healthcare operations software to drive efficiency, quality, and compliance. Responsible for all Commercial, Client Operations and Client Delivery, Nicole helped make significant strides in reshaping the business and driving an improved client experience and financial performance.
Prior to that, Nicole started her career in Healthcare at ProServices, which eventually became Passport Health, then Experian Health, a key leader in Revenue Cycle Management. Nicole’s 19-year journey took her from Solution Engineer to Chief Commercial Officer. She played a key role in helping Experian Health build scalable processes and teams leading to sustainable growth.
Nicole earned a BA in Advertising and Marketing from Marquette University and an MBA in Healthcare Administration and Entrepreneurship from Benedictine University.
