Start With Why
Inspiring Others With Purpose, Progress, and Pride
I wrote this for hospital leaders, but it has applicability to almost anyone. Whether you lead a team, family, or just your own life, the principles hold. --M
Every profession has its challenges. But medicine? Medicine is personal. It’s relentless. It’s emotional. And it is deeply, profoundly human.
So when the pressure rises and the system strains—when your team is tired, overwhelmed, and questioning how much more they can give—what do you do as a leader?
You go back to the beginning.
You go back to why.
Because when people lose sight of why they do what they do, they lose their ability to do it well.
Start With Why—And Say It Out Loud
People don’t get burned out because they don’t care. They burn out because they care deeply, and they’ve forgotten what that care is really for.
Your job as a leader isn’t to shield your team from difficulty. It’s to anchor them in purpose.
Remind them why they got into medicine in the first place.
Reconnect the daily grind to the bigger picture: lives saved, dignity restored, families held together in the hardest moments.
When you lead with purpose—from the why at the center and then out to the what and how—people follow with heart.
Be the Leader Who Goes First
People don’t want perfect leaders. They want real ones. People who are willing to go first in being vulnerable, honest, and human.
Share your own “why.” Why you stayed in medicine. Why you lead. Why it still matters to you.
Admit when it’s hard. And then share what helps you keep going.
Courage isn’t the absence of struggle—it’s the decision to keep going in the face of it. Your example gives others permission to do the same.
Build a Culture That Believes in People
Motivation doesn’t come from pressure. It comes from belief. When people feel trusted, supported, and appreciated, they give more. Not because they have to—but because they want to.
Celebrate small wins.
Recognize effort, not just outcomes.
Make space for people to grow and contribute beyond their job titles.
You’re not just managing a team. You’re cultivating a culture. And culture is what people fall back on when motivation fades.
Don’t Just Inspire. Protect.
People can’t do great work if they’re constantly running on empty. One of the most powerful things a leader can do is protect their team’s energy, time, and well-being.
Cut what isn’t necessary.
Advocate for changes that reduce friction, not just increase output.
Encourage real rest—not just breaks, but recovery.
You’re not protecting them from hard work. You’re protecting their ability to do hard work well, over time, and with pride.
Create Belonging, Not Just Buy-In
People will push through anything if they feel like they’re part of something they believe in, something meaningful, and something they belong to.
Ask them what matters to them.
Involve them in shaping the direction.
Make it clear: this isn’t your mission—it’s our mission.
When people feel like they’re building something together, they don’t just survive tough seasons. They grow stronger through them.
The Bottom Line
Leadership is not about being in charge. It’s about taking care of those in your charge.
In medicine, that means guiding people back to the purpose that fuels them, the vision that sustains them, and the culture that lifts them up when they need it most.
It means starting with why—and returning to it, again and again.
Because when we lead with clarity, compassion, and conviction, we don’t just help our teams get through the hard work of medicine.
We help them love it again.
REFLECT:
1. Purpose Alignment:
What is the core mission of our team, and how effectively have I communicated this mission to each team member?
How well does my leadership reflect the core values and purpose of the organization?
In what ways can I help my team members find personal meaning in their work?
2. Fostering Progress:
How do I measure and celebrate progress, both big and small, within my team?
What opportunities am I providing for professional growth and development for team members?
How do I handle setbacks, and what lessons do I impart to my team during such times?
3. Cultivating Pride:
How do I recognize and reward the contributions of my team members publicly and authentically?
In what ways do I encourage team members to take ownership of their work and accomplishments?
What traditions or rituals can I establish to build a sense of pride and camaraderie within my team?
4. Leadership Style:
How does my leadership style foster an environment of inspiration and motivation?
What feedback have I sought from my team regarding how I can better support their sense of purpose and progress?
How can I model behaviors that reflect our purpose, encouraging the same from my team?
5. Personal Reflection:
Why do I personally lead, and how does that ‘why’ influence my daily actions and decisions?
In what ways can I refine my understanding of my own ‘why’ to become a more effective and inspiring leader?
How do I ensure that my actions as a leader are aligned with the vision and culture I wish to promote?
