Magazine article Talent Development

Growing Pains: Leaders at a Large Hospital Learn That They May Be Responsible for Organizational Conflict Following Widespread Company Changes

Magazine article Talent Development

Growing Pains: Leaders at a Large Hospital Learn That They May Be Responsible for Organizational Conflict Following Widespread Company Changes

Article excerpt

The following story was described by Michael Stewart, Minneapolis-based managing director of talent management consultancy, Work Effects.

CLIENT>> A 10,000-employee hospital system

PROBLEM>>

The organization sustained a series of acquisitions and large-scale organizational changes, resulting in inconsistent strategy execution and disunity among the senior leadership team.

CAUSE>>

The merged and larger leadership team faced a new managing dynamic, and the individual leaders were not equipped to adapt their leadership styles. The organization faced internal conflict between networked hospitals, inefficient use of resources, strained union relations, and negative earnings.

METHOD/TOOLS>>

Stewart used a leadership competency model to diagnose the problems within the leadership team. The model prescribes that relationships plus roles and responsibilities equal results. Stewart conducted 360-degree assessments and one-on-one interviews with employees at multiple levels of the organization to measure leaders' relationship-building skills, responsibilities, and functions.

The quantitative assessment data combined with specific examples from the interviews helped the highly analytical leaders identify their individual leadership traits and behaviors as the root cause of the organization's issues.

For example, the leaders previously functioned in operating silos. They did not adapt to the new company structure, and so one hospital would compete with another hospital in the same system for doctors and patients. …

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