Case #2: Health Care Center: Leadership Development
and Retention
A health center had high stress, high turnover and poor morale.
Cost control was a constant concern. The management team was
technically competent, but from a management perspective, young
and inexperienced. Leadership Development was just the
start of the program that turned this situation around.
Problems the client brought us:
The management
team is young and inexperienced. The sponsor was VP HR Suzanne.
Suzanne was concerned
about retention of key talent. The center had extensive
vacancies with burnout and stress being common.
The high-tech
procedures for diagnostic testing were complex. The results
were impacted by turnover and patient outcomes were at risk.
Training needed to be improved.
The CFO, Stephen
is concerned that the center is losing money, due to aggressive
insurance and managed care contracts. Stephen is also concerned
about recent lawsuits for declining care in cost control
decisions.
Big Picture Perspective Approach:
Our assessments
included organization and competencies. Paradox was everywhere.
Their previous solutions to one problem aggravated another.
The Center needed cost effective peak performance.
We put the entire
management team through Leadership and Peak Performance
101 training. 360-degree evaluations were performed to increase
awareness of personal learning paths.
We facilitated
a strategy retreat to build team spirit, focus on organizational
priorities and collaboratively commit to the direction that
would provide the best performance for the organization
as a whole.
Needed training
procedures and competencies were assessed. There was a mismatch
of skills taught vs. competencies needed. We created-cross
functional teams to re-design the tech training. The teams
modified the linear training to include cross-functional
decision-making skills.
Results to date:
The leadership
team learned peak performance techniques that they could
apply under stress. The team's sense of control improved
group morale.
The Center turnover
has decreased by 40%.
Cross-functional
training teams proved successful at increasing the technical
competencies necessary, and in the process provided more
staffing flexibility to address staff shortages.
The sense of
purpose is now universal, and staff decisions have been
more aligned with priorities for improved sustainability.
Ongoing:
Individual coaching
for key team members continues.
Team meetings
have been scheduled with customized team simulations to
improve team decision-making and collaboration.
Senior team negotiators
are working with Big Picture Perspective to clarify critical
issues prior to meeting with corporate negotiators for managed
care and benefit contracts.
