SECRETS OF THE CMO: PERSPECTIVES AND SUCCESS
Robert Fulghum’s All I Really Need to Know I Learned in Kindergarten is a classic meditation on how basic truths are often found in unlikely places. While Fulghum found his wisdom in the simplicity of the classroom, I found mine in the chaos, camaraderie, and character-building of the woods.
For most of a decade, I served as a Cubmaster and then a Scoutmaster as my three sons progressed through the Scouting program. All three ultimately earned the rank of Eagle Scout. Along the way, I found myself not only shaping young boys into capable young men, but also discovering and refining my own understanding of leadership. As a healthcare executive, people ask me where I learned some of the best lessons. I tell them, without hesitation, Scouting.
I’ve given lectures on leadership to physicians and executives, and one question always arises: “How do I gain experience leading?” My answer is this: Lead outside of work. Volunteer for your house of worship. Coach a youth team. Join a civic board. Leading outside the confines of corporate structure, in places where authority is not granted by position but earned by trust, is where some of the best leaders are forged. In my case, it was during troop meetings, campouts, and long drives home from rainy hikes.
Here are three enduring leadership lessons I learned as a Scoutmaster — each one as applicable in the boardroom or hospital ward as it is around a campfire.
LESSON ONE: HOW TO RUN A MEETING
One might not associate Scouting with meetings, but they are everywhere — patrol meetings, troop committee meetings, boards of review, and planning sessions. In these gatherings, I learned quickly that attention is a precious commodity and one not easily earned from preadolescent boys bursting with energy.
Unfortunately, adults have grown accustomed to inefficient, tedious meetings. Kids are less forgiving. If the meeting lacks structure, clarity, and a sense of purpose, they will simply disengage — sometimes quite literally by running out of the room.
To hold their attention, I had to become nimble, engaging, and concise. I learned to mix agenda items with humor, games, and hands-on activities. I juggled (badly), told corny jokes, and occasionally wore costumes. Each element was aimed at delivering essential information while maintaining energy and attention.
This translates directly to leading meetings in healthcare. Leaders must respect their team’s time, whether it’s a clinical huddle or a department strategy session. Be brief. Be clear. Be intentional. And if your audience is disengaged, don’t assume they’re rude — consider that you may just be boring. Reengage. Redirect. Re-earn their attention.
Most importantly, infuse meetings with meaning. If your team walks away energized and informed, you’ve done your job. If they’re checking their phones under the table, it’s time to rethink your approach.
LESSON TWO: LEADING ACROSS A SPECTRUM OF MOTIVATION
Scouting taught me that not everyone is motivated by the same things. Some Scouts are laser-focused on advancement. They memorize requirements, chase merit badges, and count the days until their board of review. Others may never progress beyond Tenderfoot, but they come alive on camping trips, thrive on teamwork, and are indispensable at setting up camp.
The same is true in healthcare. Some professionals are driven by data, benchmarks, and certifications. Others are fueled by human connection — the moment of eye contact with a worried family member, the trust built at a bedside, the shared mission of helping patients heal.
Effective leaders embrace this spectrum. They don’t impose a single standard of success. Instead, they recognize the diversity of motivation and value. They celebrate accomplishments, but also honor consistency, presence, and team spirit.
In my troop, the Scout who never earned Eagle but never missed a trip was just as important to our culture as the overachiever with a sash full of badges. In a hospital, the quiet nurse who stays late to comfort a grieving family member is as vital as the physician who presents at grand rounds.
Leadership means understanding the unique contribution of each team member and fostering an environment where all are valued.
LESSON THREE: THE SCOUT OATH AS A LEADERSHIP FRAMEWORK
At every Crossing Over ceremony or Eagle Scout Court of Honor, I would give a version of the same speech, often invoking The Karate Kid. Most Scouts were familiar with Mr. Miyagi’s unorthodox training: waxing cars, painting fences, sanding floors. These tasks, though mundane, built the foundation for deeper mastery.
I reminded them that the point of Scouting wasn’t to create master chefs, expert engineers, or wildlife specialists. The point was to develop leaders. Each merit badge required setting a goal, planning, problem-solving, and persevering. Scouts learned how to learn. They developed confidence. And they gained the most essential skill of all — self-leadership.
Nowhere is this more evident than in the Scout Oath, which offers a timeless framework for leadership in any domain, including healthcare.
“On my honor, I will do my best to do my duty…”
The concept of duty is central, and it unfolds in layers — first to others, then to self.
Duty to Others
This includes family, community, nation, and fellow Scouts. In healthcare, it maps directly onto duty to patients, colleagues, and the public trust.
Duty to Self
This breaks into three actionable components:
Physically Strong: This is not about athleticism. It’s about stewardship of one’s body. Leaders in medicine must prioritize sleep, nutrition, and exercise — not as luxuries, but as necessities to lead effectively in high-stakes, high-stress environments.
Mentally Awake: Leadership demands mental acuity. Staying informed, thinking critically, and adapting to complexity are daily requirements. In healthcare, where evidence and technology evolve constantly, leaders must remain intellectually engaged.
Morally Straight: At its core, this is about integrity. In a field where decisions carry profound ethical weight, leaders must anchor themselves in compassion, fairness, and humility. The right choice is not always the easiest one, but it must be made, nonetheless.
The lessons of Scouting didn’t end when my boys earned their final merit badge. They continue to guide me, whether I’m making policy decisions, navigating crises, or mentoring colleagues.
Leadership is not about control or hierarchy. It’s about example. It’s about building trust. It’s about believing in people before they believe in themselves.
In the end, almost everything I needed to know about leading in healthcare, I learned in the woods — standing in front of a troop, map in hand, unsure of the weather but confident we could handle it together.