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Mike Riordan

For 10 years Greenville Health Mike Riordan and the Greenville Health System have partnered with CLG to bring the 15 Commitments to a large complex healthcare system. 

Beginning with a small group of 10 senior leaders Mike and CLG have developed a culture rooted in the practices of conscious leadership. Now over 900 managers are regularly exposed to the principles, and every employee learns basic skills of relating consciously in their new employee orientation. 

Appreciation for CLG's Impact

Since working with CLG I believe that I am a much more reflective leader today than in the past. A question that is always floating just below the surface for me is, “What can I learn from this?” I’m more mindful of the opportunities that exist when I spend more time listening to others rather than sharing my ideas first. CLG’s key foundational ideas have also become a core element of our leadership and organizational culture. We start introducing conscious leadership on the very first day of employment for all of our people, no matter what their role in our organization will be.
Tod N. Tappert
Vice President for Culture and Learning and Health System Chief Learning Officer
It was through doing the work of Conscious Leadership with CLG and applying the ideas to myself that my world completely changed. I really leaned into conscious leadership and as a result took on a new role at GHS. CLG and Conscious Leadership has fundamentally changed how GHS leaders communicate for the better. Those leaders that have been practicing conscious leadership longer and deeper seem to be more engaged and feel more supported. This is especially true of the leaders who participate in Forum, which CLG brought to GHS.
​Sharon L. Wilson, M.A., FACHE, CEAP
Director, Conscious Leadership Development Academy of Leadership & Professional Development
Working through the commitment to Candor (Commitment #4) helped me recognize that I could share my truth in a way that did not come from a place of defensiveness or aggression. This has allowed me to receive feedback from others in a way that I had never been able to do before. We even find the patient's undergoing recovery from brain trauma can still grasp and benefit from the above/below the line model.
Sheldon Herring, Ph.D.
Clinical Director, Outpatient Brain Injury and Young Stroke Programs, Roger C. Peace Rehabilitation Hospital Chief, Division of Behavioral, Social and Population Health Sciences Clinical Assistant Professor, University of South Carolina School of Medicine Greenville
Working with CLG and the core 6 commitments has changed everything. Keeping these commitments in mind everyday—including, and most importantly, in the midst of conflict—has truly helped us reach faster and more creative resolutions. I believe the culture of our department has shifted dramatically from too much time in the drama triangle to far more time as creator, coach and challenger. Within my department, and household, we have collectively gotten so much better at recognizing that many things we may hold as ‘truth' is actually our story (Commitment #10)—and when we acknowledge this with each other great amounts of curiosity, forgiveness, empathy, and creative energy can follow.
Donald W. Wiper III, M.D.
Chairman, Department of Obstetrics and Gynecology Medical Director, Women’s Hospital Clinical Professor, University of South Carolina School of Medicine Greenville
CLG has been professionally transformative. I was asked to lead the development of a new four-year medical school at our health system but my leadership skills were failing. I lacked awareness. Jim Dethmer saved me. Without his coaching and the CLG principles, there would be no medical school in our town. The most influential Commitment for me is “exploring the opposite” (Commitment #10). The appreciation that the opposite of my story is as true or truer than my story has been liberating and has actually reduced my own personal suffering. CLG culture has also become pervasive and extremely influential in our organization and we plan to have two executive leaders assigned to further drive CLG culture throughout the ranks.
Spence Taylor, M.D.
President, Greenville Health System

The 15 Commitments in Action

Employee training and education. Integrating Conscious Leadership concepts into employee training and education – there are several new and existing employee development programs that include content related to conscious leadership. 

Core Curriculum. A twelve module deeper-dive course that steps through basic principles of conscious leadership and the “six essential commitments” that GHS has named as core to our organizational culture.

GHS forum groups. Patterned after the YPO Forum model, approximately 60 GHS leaders participate in this deeper dive around conscious leadership through monthly 4-hour sessions.

Enneagram personality system. We use this system as a tool for increasing self-awareness in support of the work we do with conscious leadership. We also use the DISC system for groups that may not be able to devote the time to the deeper exploration that is possible with the Enneagram.

To see photos and many more specific Best Practices at GHS download below.

Are you interested in this type of transformation in your leadership and/or at your company? Contact us to get the conversation started.
Are you interested in joining or creating a CLG Forum in your city or company? Contact us to get started.

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