Client Success: Penn State Medical Research Team Boosts Synergy with Strengths

In an insightful dialogue, Dr. Jonathan Stine, a renowned liver specialist and research director at Penn State Health Milton S. Hershey Medical Center, shares his transformative experience with strength-based coaching, led by a unique coach—his wife, Kelly, the CEO and founder of The Leading Light Coach. This testimonial unfolds the challenges, insights, and profound impacts of incorporating coaching into his team's dynamic, highlighting the blend of personal and professional growth experienced.

Q: Who are you and what do you do?

A: My name is Dr. Jonathan Stine and I am a liver specialist at Penn State Health Milton S. Hershey Medical Center. As a part of my job, I have several leadership roles including being the Penn State Health Fatty Liver Program Director as well as the Liver Center Research Director. I also lead a large clinical research laboratory that has had funding from the National Institutes of Health since 2018. Collectively, our expertise is in using diet, exercise, and medications to help improve the lives of individuals who have chronic liver disease from abnormal metabolism. It is our goal that through leading a healthy lifestyle, progression to end stage liver disease or liver cancer, both of which often require a lifesaving liver transplantation, can be avoided.

Q: What inspired you to hire The Leading Light Coach for your team?

A: Kelly, the CEO and founder of The Leading Light Coach, is my wife. The decision to hire her wasn't just because we share a coffee pot in the morning and have done so for the last twenty years. Far from it. Kelly’s expertise in organizational performance and her track record of elevating teams to their peak performance were the real clinchers. If anything, her being my wife made me pause—I wondered, would this blend of personal and professional dynamics work? However, seeing her passion for coaching and knowing her professional integrity, I was convinced that the value she could bring was beyond our personal relationship.

At work, I observed my research team struggling. We had transitioned from a relatively small operation to a very large one over the span of several years. While we were still producing excellent work and remained at the top of our game, I could see cracks starting to form in the foundation. I had approached institutional leadership for additional resources, specifically more team members, but this was not an option given the financial climate following the COVID-19 pandemic. So, I went back to the drawing board and asked myself how exactly I could help my team sustain, even increase, their excellent performance without burning them out. This is where the idea of coaching came in. Having been a lifelong athlete and having had many coaches over the years, including during my time at Penn State as a collegiate rower, I knew firsthand the benefit of having a top-flight coach from an athletic standpoint. And luckily for me, I had a top-flight coach sitting in front of me across the breakfast table every morning.

Q: What did you hope to gain from coaching for yourself and your team?

A: Initially, I was hesitant about introducing coaching for my team. I knew it would be incredibly helpful for me personally, but I wondered if it might be too invasive for my very busy and overworked team. Could it genuinely address the unique challenges we faced? Moreover, as someone at the helm, admitting my need for coaching felt vulnerable. While I consider myself an open leader, I still had a few reservations. However, I hoped to foster a culture of continuous growth and learning—not just for the team, but for myself as a leader as well. Ultimately, my goal became clear: to enhance our collective problem-solving skills, communication, and overall performance.

Q: Describe what happened in the workshops and coaching sessions. What methods were used? How did the workshops and coaching sessions help you and your team?

A: The workshops and coaching sessions were eye-openers. Through a combination of structured exercises, open dialogues, and personalized feedback sessions, we delved deep into our team dynamics, individual strengths, and areas for improvement, with a focus on what we were already doing well. This approach was new for my team and was received better than I could have ever imagined. The methods varied from common scenarios to strength-based exercises, all tailored to our context as a highly productive clinical research team. For me, these sessions were more than just learning moments; they were transformative experiences that enhanced our cohesion and clarified our vision. Our team has never been more cohesive or productive.

Q: What were your main takeaways?

A: I would have to say one of the main takeaways from our group sessions was the power of authentic communication and vulnerability within the team. Time and again, I witnessed my direct reports being open and vulnerable with each other, interacting in ways I had not been privy to before. Interestingly, no one voiced or showed nonverbal signs of discomfort with this environment, and everyone seemed to feel free to speak openly about the topics at hand and share their personal experiences. Even the introverts were sharing, which is not always the case, especially in meetings where, in my experience, extraversion is often rewarded and dominates. Learning to express our thoughts, fears, and hopes in a constructive manner paved the way for deeper trust and collaboration.

Q: What did you discover about your own strengths and weaknesses as well as that of your team?

A: Regarding the team's strengths and weaknesses, it became clear that although we were very technically adept and innovative, our communication and project management skills, particularly in delegation, needed improvement. The sessions revealed that we could leverage each other's strengths to ensure the right individual was called upon when needed. For instance, if a research subject faced challenges staying in a study, our team member high in “Empathy” was crucial. Additionally, when facing project deadlines, I knew I could rely on the two team members with high “Achiever” to get the work done as we approached the deadline. Personally, I uncovered a tendency to micromanage under stress—a hard realization at first but ultimately a liberating challenge to overcome, though it remains a work in progress. “Achiever” is my top strength, and I realized that when “Achiever” is out of balance it can push too hard without realizing it.

Q: Were there any big moments or changes for you? What were they?

A: There were indeed significant moments of change. For me, the realization that empowering others doesn't diminish my role but rather enriches the entire team's performance was monumental—a notion I believed I was already embodying, but in reality, wasn't. This understanding shifted my leadership style towards being more facilitative rather than directive.

Q: Were there tough moments in coaching? How did you handle these?

A: Yes, there were definitely tough moments too, particularly when confronting uncomfortable truths about our team dynamics, my leadership, and my personal decisions, such my discomfort with hiring my wife as our strength-based coaching consultant and how that might look, despite her qualifications. However, the way we addressed these issues through open, empathetic dialogue and a commitment to action and understanding transformed potential stumbling blocks into stepping stones. This approach paved the way for continued growth as a team and led to the creation of an even more supportive work environment.

Q: How are you different now, in life, your business, relationships, or otherwise?

A: Thanks to the strength-based coaching, our group has experienced unprecedented growth, not only in our productivity and problem-solving capabilities but also in our interpersonal relationships and understanding of one another. This experience has transformed my approach to leadership, increased our team's resilience, and on a personal note, it has deepened my relationship with Kelly, having witnessed her professional prowess firsthand. It's truly an honor to see her excel in her element and to acknowledge the significant improvement she has brought to my team. Her impact was profound, even in just a few sessions with our group.

Q: What do you now think about the whole experience?

A: Reflecting on the experience, it's been profoundly impactful, not just in tangible achievements but also in fostering a culture of continuous improvement and mutual support. While one can never be entirely certain of everything, I am 99.9% confident that the continued success of our team is largely due to the sessions we had with Kelly. We continue to employ strength-based approaches daily in our interactions and our work with our research subjects. We hold each other accountable better and recognize when we see the effective use of our strengths. Just today, I've used the terms “Achiever”, “Empathy”, “Input”, “Restorative”, and “Strategic Thinking” in my interactions with my team members.

Q: Any advice for other leaders or individuals who want coaching?

A: Really, if you even just think you might need it, you probably do. My advice is to embrace it with an open heart and mind. The benefits extend far beyond immediate business outcomes. It's about cultivating a mindset of growth, resilience, and collective achievement. And if your coach happens to be someone you know well personally, remember that the professional skills they bring to your organization are a unique strength, not something to be avoided.

Build Your Leadership and Team Strengths

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