D50 After Dark Podcast
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Highlights
(0:00) Intro
(0:38) Mickey Bennett welcomes Bonnie Dubin, District 50’s Quality Contest Chair, for a discussion on leadership
(1:39) Bonnie emphasizes the connection between leadership and team dynamics
(2:47) Bonnie distinguishes between motivation (temporary) and inspiration (lasting change)
(4:22) Leadership in healthcare involves seeing your team as customers, with patients as the end customers
(10:13) Bonnie explains the team progression: “form, storm, norm, and perform”
(11:42) Discussion of employee retention and how team dynamics reset when membership changes
(13:42) Introduction of the final “adjourning” stage when team composition significantly changes
Summary
In this episode of D50 After Dark, host Mickey Bennett and Bonnie Dubin dive deep into modern leadership principles, particularly within Toastmasters and healthcare settings. The conversation takes an interesting turn when Bonnie challenges the conventional focus on motivation, instead advocating for inspiration as a more effective leadership tool. She explains that while motivation might create momentary enthusiasm, inspiration leads to lasting self-motivated change.
Bonnie brings fresh perspective by framing leadership through a customer service lens, particularly drawing from her healthcare experience. She suggests that leaders should view their team members as their primary customers, enabling better relationship-building and communication. This approach involves asking questions and facilitating buy-in rather than simply giving directives.
The discussion becomes particularly engaging when Bonnie breaks down team dynamics into distinct stages: forming, storming, norming, and performing. She emphasizes how teams must navigate through communication challenges in the “storming” phase to reach effectiveness, noting that many organizations have struggled to move past this stage since COVID.
When a team changes its composition by losing a member or members, it enters another stage called “adjourning” when the dynamic of the team repeats itself through the initial four stages. The conversation takes on practical relevance when Mickey points out how these principles apply to Toastmasters’ bi-annual officer transitions.
Throughout the interview, Bonnie weaves in real-world examples from her healthcare leadership experience at Willis Knighton, where her team handles three distinct functions across a large health system. The conversation concludes with practical advice for Toastmasters clubs, encouraging new board members to study team development stages for smoother transitions. The natural back-and-forth between Mickey and Bonnie, peppered with personal insights and practical examples, makes complex leadership concepts accessible and applicable.
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