HELPING A LEADER REGAIN HIS FOOTING

Client’s Challenge:

This leader had been promoted from a regional CEO to a systems role within a very large healthcare system, but was struggling with the transition and succumbing to volatile outbursts in stressful situations. His direct, results-oriented approach, which had served him well in a different culture was not working in the more deliberative, collaborative culture at the system level and he was in danger of losing his job.

Jane’s Solution:

Jane met the leader head on with direct feedback and clear communication, shedding light on some of his blind spots around how his approach was negatively impacting others. Within the safety of the coaching relationship, this leader was able to process his frustrations and begin to develop a more effective approach for his new role. Within a short period of time, the leader became one of the most valued assets on the team and eventually helped to lead the organization through a very difficult acquisition.

 

ENSURING A SMOOTH TRANSITION

Client’s Challenge:

This physician executive was promoted rapidly up through the ranks to COO of a large metropolitan hospital. He was eager to advance to become CEO, but like many physician leaders, he had very little experience in leading at this level. Because this physician had practiced at the hospital for many years, some of his colleagues felt resentful of his rapid rise and lacked confidence in his ability to lead.

Jane’s Solution:

Jane gained the respect of this leader by helping him manage his expectations. Together they identified the gaps in his skillset and created a logical process for building the skills and experiences he needed to lead first, as COO and eventually those he would need to take his career to the next level. Jane became a valued thought partner for him as he was promoted to CEO and eventually transitioned to a new role as Regional CAO in another large healthcare system.

 


HELPING A PHYSICIAN EXECUTIVE EMBRACE A NEW ROLE

Client’s Challenge:

The physician founder of a rapidly growing, venture-funded technology company in the healthcare space was having difficulty transitioning from her role as Founder/CEO 0f a start-up to CMO of an emerging growth company. Although she had done a terrific job of launching the start-up to the point of funding, she did not have the experience to take the company to the next level and was struggling in her efforts to let go of her old responsibilities so that she could fit in with the new team and contribute her unique skillset in a different way.

Jane’s Solution:

As a physician entrepreneur herself, Jane understood the challenges this physician was facing. Jane worked with the leader to clarify her new role and develop trust in her colleagues. She helped the leader understand that her command and control, action-oriented style that had worked well for her in the life or death situations she encountered as a clinician, was ineffective in her role on the executive team. Jane helped the leader build skills in listening, delegating, collaboration, and prioritization so she could focus on the CMO role that she was uniquely qualified to fill. Within a short period of time, her teammates noticed a considerable shift as she embraced her role as CMO and became a valuable thought partner.

 


PREPARING A STAR PERFORMER FOR A NEW ROLE

Client’s Challenge:

This physician executive had been identified as the next CEO for a 130-person, rapidly growing primary care group that is viewed as a critical cornerstone of the healthcare system’s vision for the future. He would be taking over from the original founder of the group and assuming the role that a colleague with much longer tenure in the group had hoped to earn. The situation was politically charged.

Jane’s Solution:

Jane completed an interview 360 of key stakeholders that helped to identify and soften potential pockets of resistance. Working closely with the leader, she helped him develop executive presence and the ability to convey a clear vision for the organization as they prepared for massive growth. In just over a year, the group has grown to more than 200 physicians and counting. This leader is now playing a critical role in developing strategy and executing on the healthcare system’s plans to form an alliance with a prestigious academic medical center. He is successfully leading a culture shift from the small group practice mentality which it had when he first took over to becoming a key player in population health management across the region.

 


CREATING TEAM ALIGNMENT

Client’s Challenge:

Most members of this Senior Leadership Team had been together for a couple of years, but there were some new members. Led by a visionary CEO, this healthcare system had an aggressive agenda to accomplish if they were to stay independent and thrive in the new environment. The team was experiencing lack of clarity about who was responsible for what. Alliances between some members were strong and other members were feeling excluded. Trust was an issue and the team was reluctant to push back or engage in robust dialogue. Everyone was feeling the stress.

Jane’s Solution:

Working with the CEO, Jane designed a two-day team retreat for his eleven direct reports. The retreat included opportunities for the team to decompress and get to know each other on a personal level. Using the Hogan Team Discovery tool, Jane helped them identify their strengths as a team and potential team derailers. They worked together on goals applying a model for clarifying who was responsible for what. By the end of the retreat the team had a much greater appreciation for the value each member brings to the table. Since the retreat, the team members have frequently commented that this experience was invaluable. They describe it as a pivotal moment that helped the team gel.

 

HELPING A BOARD CHOOSE THE RIGHT LEADER

Client’s Challenge:

This physician executive had decided that, after a successful career as CEO of a large healthcare system, he was ready to step down. Given the turbulence of today’s healthcare environment, and the complexity of the organization he was leading, he felt a strong sense of duty to ensure the right person was chosen to take over the reins.

Jane’s Solution:

Jane worked closely with the CEO to design a highly confidential Interview 360 process for potential internal candidates to give the CEO a better sense of their capabilities and how they were perceived by key stakeholders. Because the CEO had not announced his retirement to the Board or to the potential candidates, there was a significant amount of sensitivity around the engagement. Jane collaborated with the CEO to develop clear messaging around the process to mitigate the potential of triggering the rumor mill. She completed over 40 interviews and developed and delivered feedback reports for each candidate against a tight deadline to have the reports ready prior to the next Board meeting. Once the leader notified the Board of his impending retirement, the Board engaged Jane to present her findings to them during the candidate interviewing process and then to interview references for the top two candidates. Jane’s work became a key piece of the Board’s decision making process.