A not-for-profit hospital system removed their president as the result of a physician uprising against what the physicians viewed as a lack of leadership. The organization needed to find a president who was not only able to lead the organization’s strategic initiatives, but who also met the needs and expectations of the physician team.
To ensure that the new president met the expectations of leadership and the physician group, the team collected input from both groups on the necessary skills and traits to be successful in the organization. As we began the candidate vetting process, we spoke honestly with each candidate regarding the challenges of the past president and looked for demonstrated behaviors that confirmed their ability to work collaboratively with a strong, challenging group while still meeting the needs of the organization as a whole. Because physicians are diagnosticians and rely on testing and data to reach conclusions, we provided detailed reports on potential candidates during the process and met with the physician group in person to present our finalist candidates.
The successful candidate gained the trust and respect of both the physician group and hospital leadership. Under the new president’s tenure, the hospital maintained a high level of patient care and expanded operations to include a new senior care facility that benefits the local community.
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