Dealing With Hardship: Turning Crisis Into Opportunity — Dia Nichols
In 1959, John F. Kennedy, then still a senator, opened our eyes to a curious truth: The word “crisis,” when written in Chinese, is composed of two characters; one represents danger, and the other, opportunity. Forward-thinking leaders see difficult, even dangerous, situations not as a threat but as an opportunity to transform.
We’re in conversation with Dia Nichols, a business strategist and solutions-driven inclusive leader who has a distinct history of turning crisis into opportunity.
Dia, we talked about how, over the course of your career as a health care executive, you’re used to dealing with crises and complexities, simply because of the volatility of your industry. Can you talk to us about how you break through these challenges and how you’re able to create new possibilities in the midst of uncertainty?
As a health care leader, I deal with some sort of crisis every week — from a missed supply delivery to a wrong-site surgery — and, most recently, on a macro scale, the worldwide pandemic. Not everyone’s cut from the same cloth in dealing with crisis. Gratefully, every difficulty has broadened my skills to move through the obstacles and help bring my organization to a better place.
Let’s talk about your approach. Do you follow a mental template when you’re in the midst of a crisis?
I describe my approach to hardship as the “Three Cs.” It’s one that can be applied to any difficult situation. First, Cool-headed. Don’t get clouded by perceptions of events. Stay calm under pressure, and look for the opportunity. Second, Creativity. Understand that you need to look at things differently, with faith in your ability to make something where there was nothing before. Third, Challenge. Don’t be afraid to question the rules. Understand that sometimes, bold action is needed, and that may require overturning rules that may be outdated or just don’t apply in the moment.
Beyond those three Cs, a fourth C has emerged: Consider the big picture. Take a step back and understand how you can use the crisis to create lasting change. Look past the present moment to see the long-term outlook. These concepts have enabled me over the years to find huge potential in what otherwise may have been masked as an impossible situation.
Tell us about a recent crisis you’ve faced and how your approach to challenge got you through it.
The most difficult trial we’ve all faced together is the global pandemic. In the health care realm, COVID necessitated a slowdown or a complete halt in procedural activities, such as certain surgeries. We stopped doing many tests, like mammograms, across the hospital. As a result, many consumers in our community ended up worse, from a health care perspective, because they were missing much-needed tests, procedures, and follow-ups.
I challenged my organization to look at the slowdown through a different lens, seeing the opportunity to create a new way of reaching out to our patients. We conducted a database analysis of our most vulnerable patients and sent them notices, assuring them a plan was in place for their upcoming surgical case or procedure. The minute we were given the green light to resume activities, those procedures were ready for schedule. Continuing the connection in the midst of uncertainty gave patients an ‘aha moment’ as they realized their health care system truly cared about them — enough to seek them out and allay their concerns. That was a huge opportunity to improve our patient satisfaction scores and grow our reputation.
Your approach to challenge is an inspiring one, Dia. Thank you for sharing it with us!
###
Dia Nichols is a health care executive, well-rounded business strategist, and adept manager of people. Skilled at turning crises into opportunities, he has over two decades of experience in providing fiscal, strategic, and operational leadership in challenging situations and complex environments. His seasoned ability to adapt and pivot, coupled with a deep understanding of market and industry trends, has enabled him to guide businesses and boards to new horizons.
