Leadership Lessons with… Nivey Nocher, Executive Vice President and Head of Healthcare at Current Global

Leadership Lessons with… Nivey Nocher, Executive Vice President and Head of Healthcare at Current Global

What it takes to be a visionary leader, how your values are manifested in your company culture, and looking beyond salary in attracting talent. We spoke to Nivey Nocher, Executive Vice President and Head of Healthcare at Current Global, part of the Weber Shandwick Collective and IPG, about how the industry is changing – and some of the ways it’s stayed the same. 

Take a look. 

We’re firmly in a hybrid working world. What have you learned about virtual leadership?

Current Global was only a year old when COVID-19 began and when I joined so our most productive years so far have been during the pandemic, and in many ways, all we’ve known is hybrid, virtual leadership.

One thing I’ve learned is that leadership doesn’t depend on physical space, it’s about the presence you offer. How you’re connecting with people, how you’re creating relationships, what teams need from you and vice versa.

We certainly have an appreciation for hybrid working. We need to move away from thinking that to build a relationship you need an office to do that. Instead, what you do need is relatability, connection and community and to cultivate the space that you want to work in together, whatever that might look like. 

The key thing is that if leaders want authentic, genuine talent in their business, then they must lead by example, show people what you mean by doing it yourself and be an active part of the process of making the things you want to happen, happen.

How do you define and maintain a great company culture?

Culture isn’t something you do, it’s a way that you are. It’s based on how much of yourself you give in order to create, and how those around you are motivated to achieve goals together. 

For me, when you create anything, you put a piece of yourself in that. It’s important to appreciate all the tangible things a company can offer – foosball tables and free lunches – but intrinsically, culture is who you are, how you feel and how that in turn shows up in the workplace. It’s how we behave, and how our values are manifested and the environment that enables those elements to shine. Often, we mould to the structures we work for, but those structures need to equally move to you too, it’s a dynamic process. When you’re in a growing company, it shouldn’t feel static. 

How do you move beyond salary and benefits when you meet talent demands?

Understand that everyone is an individual. You can’t cater for every single person’s every single need, but you can appreciate that your talent will have different demands depending on their situation and act accordingly.

Development and growth are also really important and creating the right environment with the right opportunities to allow someone to explore their potential. We find that as the business grows, our talent has the opportunity to grow alongside it, and it’s a huge motivator for everyone involved.

People feel valued in different ways. Salary and benefits are so important to demonstrating that, but they’re just one part of the picture, being aware of what motivates your team and understanding how different people feel valued is critical to then be able to facilitate their experience at work accordingly.

What do you think the industry is doing to improve the wellbeing in employment? 

Overall health can really be influenced by the environment someone is in, and what they’re able to achieve within that. In client service industries in particular, burnout is a harsh reality, and things like how employees are set up, how well resourced they are, and what they might need to operate in their role should be an ongoing and honest discussion.

The bigger point with wellbeing is how we’re taking some of these newer HR policies – female health, wellbeing, mental health and so on – and putting them into practice day to day. Until that happens and we are all actively incorporating those belief systems in our day to day, they’re just policies that sit on a shelf. Trust and transparency are important here too – people need to feel they can speak up on these issues and know they will be listened to and supported. 

Leadership is about being responsible and intentional with the environment around you. You play such a massive role in someone’s career and lifestyle for a period of time, it’s important to appreciate that and to also identify and help prevent or alleviate wellbeing issues in the first place. Work is a part of our life experience – it doesn’t sit independently to everything else – it needs to be viewed in the context of people’s lives.

What challenges do you see the industry facing in the next 12 months?

In many ways, healthcare is everywhere. From the air we breathe to the materials we use, food we eat, to the makeup and clothing we wear, the tech we use, and of course, the medicines we take. More and more people are aware of how it impacts our entire existence, and the industry will need to keep up with that.

It’s no longer acceptable to watch from the side lines when it comes plugging into what matters to communities and societies around the world. Where it makes sense, companies should engage with social, political, and cultural issues and identify ways to play a role in that – be a part of the conversation and be the advocate for the progress you want to see as part of the work you are doing.

A misnomer is that regulations and restrictions in the industry will set you back, but in reality, it forces you to be a more creative and innovative communicator, and arguably develop skills and knowledge very quickly.

What are the key qualities that you see in future leaders?

I could reel off a list of great qualities here, but I don’t think any of that really matters if you don’t know how to apply those qualities in the right situations.

For example, you could be strict and have boundaries, but that might not make sense in a moment when someone needs connection or support. And the same goes for any attributes. So, the most important thing is to be genuine and authentic, know your strengths and accept your limitations too.

As a leader, a central part of your job is to bring out the best in your team, unlock skills and potential and allowing them to flourish. And you can only do that if you’re also willing to keep growing and evolving yourself.

What skillsets will talent working in healthcare comms need in the next 12 months?

Top of the list is knowing where the world currently is on certain issues, and staying up to date with how things change and evolve. It isn’t about who shouts the loudest, it’s about who’s message connects and resonates.

Most hiring managers will be thinking of what skills they need, and how candidates can achieve those. One candidate might be excellent at media, another at strategy or analytics, and so on. So really focusing on honing and enhancing those skills is important and having awareness of how those skills can help clients to achieve their goals. 

Excellent client services will always be a priority and everything that comes with that – communication skills, time and project management, consultation etc.

It’s of course vital to have an interest in the industry and how it is changing with technology and digital advancements and what that means for the work we do. With that genuine passion, everything has the potential to unfold quite naturally.