Month: September 2016

Is Healthcare Leadership a Victim of its Culture?

Lethargic Cultures

The culture of healthcare organizations continuous to be in a vicious cycle of self-perpetuation in an organizational climate of mistrust, miscommunications, finger pointing, discrediting and hoarding of control.

Dysfunctional behaviors are condoned and rewarded every day by performance reviews not given, salary increases, budget appropriations and contract approvals. Healthcare culture appear to be in a survival state of defensiveness, physical slowness and mental dullness.

Where is Healthcare Leadership?

Why is it so hard to see and feel the confidence and courage in the board of trustees, hospital management and medical staff leadership who everyday, whether they realize it or not, by their daily actions, create or reinforce the culture within their organization?

The board of trustees must step up and become accountable for setting in motion a  process for renewing their organizational current culture by re-aligning key stakeholders’ roles, expectations and behaviors for themselves, hospital management and medical staff leadership.

Most boards do not know they are accountable for their organization’s culture, they rely on their CEO for recommendations and continue operating in a traditional hospital governance model – which in most cases is the status quo.

Board members, CEO, Senior Leaders and Medical Staff Providers need to examine together real experiences that constitutes their current attitudes and behaviors when they interact with each other. Determining functional relationships is about being in sync and aligned with clear roles and agreed on expectations.

Going Forward

The board of trustees are responsible for discussing the following:

  1. Institutionalizing a collaborative management philosophy and style that incorporates and demonstrates organizational values of being:
    • Accountable for one’s actions through timely execution and follow through of their duties.
    • Open to change and part of the solution.
    • Timely with all communications
    • Responsive and receptive to providing collaborative quality care for their patients.
  2. Improving communications and one-to-one working relationships between and among Board Members, CEO, Senior Leaders, Employed and Independent Medical Providers and Clinical Caregivers specifically:
    • Basic respect and well mannered personal interaction styles.
    • Communications protocols: to, from, up and down.
    • Unified team environment with functional working relationships.
    • Key stakeholders who understand and accept their distinct accountabilities for the success of their organization.
  3. Some Board’s engage a third party facilitator who is experienced in conducting relationship assessment to assist them ascertain what it will take to improve one-to-one key stakeholders’ relationships, communications and to determine if their current culture [the way they currently think and act], can produce the going forward organizational results needed? If it can’t… what needs to shift to achieve the desired end results needed.
  4. Providing the relationship assessment feedback and recommendations to the board of trustees, hospital senior management and medical staff leadership characterizing their current culture.
    • Behaviors and beliefs
    • Interacting tendencies
    • Areas of strength
    • Areas needing performance improvement
    • Areas of conflict and tension
  5. Then, facilitating a multi disciplined collaborative plan of actions with accountabilities and timetables for the board of trustees, the hospital’s senior management and medical staff leadership to renew and align their relationships to achieve the desired organizational resulted needed.

First and foremost the board of trustees must require accountability of itself, hospital senior management and medical staff leadership. In doing so, working together as business partners modeling direct, honest and open communications, establishes the beginning of new rules of engagement, which starts with individual accountability, which shifts the organization to the desired culture.

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