By Shane Reeves, PharmD, CEO
Leadership often brings a strong sense of personal responsibility. We invest in our people, build teams, develop processes, and work hard to create something meaningful. Over time, it is natural to become attached to what we have built and the ways we believe things should be done. But some of the most important opportunities for growth come when leaders are willing to loosen their grip.
I have been reflecting on a leadership philosophy that I believe is especially relevant in healthcare: leading with open hands. It means caring deeply about the people and responsibilities entrusted to us while remaining willing to share authority, consider new ideas, and make room for others to succeed.
There is a lesson in the leadership of John Wooden, the legendary UCLA basketball coach who built one of the most successful programs in college sports history. Wooden understood that his responsibility extended beyond winning games. He focused on developing individuals, building character, and creating an environment where people could reach their potential. His success was measured not simply by what he accomplished, but by what he helped others become.
That philosophy resonates with me because healthcare is fundamentally a team endeavor. At TwelveStone Health Partners, every patient interaction, every referral relationship, and every successful treatment experience depends on people working together. No single leader, department, or infusion center has all the answers.
Openhanded leadership begins with a willingness to develop people, even when their growth creates challenges for us. A talented employee may be ready for greater responsibility in another department or location. Losing that person from our immediate team can be difficult but helping someone advance strengthens the entire organization. Our responsibility as leaders is not simply to build a strong team today, but to prepare people for what comes next.
It also requires us to remain open to ideas that challenge our own. The most meaningful improvements often come from people closest to the work, whether that is a nurse identifying a change that will enhance patient experience, a scheduler finding a more efficient process, or a new employee asking why something has always been done a certain way. Experience matters, but so does the humility to recognize that someone else may have a better approach.
Equally important is our willingness to share what works. When one infusion center develops a better way to welcome patients, coordinate referrals, or improve communication, that knowledge should benefit the entire organization. Our patients deserve the collective experience and expertise of everyone at TwelveStone, regardless of which location they visit.
Finally, leading with open hands means giving others the opportunity to take ownership. We can establish clear expectations, provide guidance, and maintain high standards without controlling every decision. In fact, allowing others to approach challenges differently often reveals strengths and capabilities we might otherwise overlook.
For me, this philosophy is also rooted in faith and the understanding that leadership is a responsibility entrusted to us, not something we possess. We are called to be good stewards of our opportunities and to invest in the people around us.
Leadership is not diminished when we share responsibility or help others succeed. It becomes stronger. And when we lead with that mindset, we create healthier teams, better organizations, and ultimately, a better experience for the patients and families who place their trust in our care.
