A leader’s ability to transition into a new role sets the tone for the organizations ability to achieve results. Too often leaders are promoted into a new position because they did an excellent job at their old position. For example, a physician is excellent clinically and therefore gets asked to step into Dyad or Triad leadership over a service line. Or a COO does a fantastic job operationally and gets asked to move into the CEO role. As this change occurs, most often there is not intentionality around what needs to change for the Leader to be successful in his or her new leadership role. While a job description gives the leader the responsibilities and actions he or she needs to take, often the behavioral expectations are left unspoken or are very vague.
A new leader can shorten their rate of transition by being intentional about the shifts they want to make and developing a plan to make those shifts. A Physician may need to learn to heighten collaborations skills or conflict management skills. A new CEO may need to learn to think more strategically than operationally and learn more about how to develop other executives in a different way. MEDI’s work with new leaders shortens their transition time and allows them to impact their organization more effectively.
New Roles, New Challenges: Equipping Healthcare Leaders in Transition
In our work coaching leaders in healthcare, we’ve found many are neck-deep in critical transitions: taking on a new role, moving to a new organization, spearheading a turnaround or leading in an interim capacity. Whatever the case, leaders in transition have a crucial window to shape perceptions, drive behavioral changes, and build rapport and reputation […]
