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.
When Healthcare Leaders Must Become Learners Again
From the outside, Terry appears calm and confident. Inside, Terry is carrying an enormous weight. Terry is a composite of many remarkable leaders I’ve had the privilege to coach: the CEO, the COO, the physician executive, the chief nursing officer, or the senior vice president who genuinely cares about people and believes deeply in healthcare’s […]
