Leadership Transition Plan

Mr. John Doe

Future COO of Major Medical Center

1           I.      Leadership Transition Strategy:

High visibility, Low Impact (seek to understand before attempting to be understood)

 

2       II.      Three Phases:

a.    Introduction

b.    Data Gathering for Assessment

c.    Feedback

 

3   III.      Audiences:

 

4 a.    Internal

                                                          i.      Executive Management

                                                      ii.      Direct Reports     

                                                  iii.      Middle Management

                                                      iv.      Line Staff

1.    Clinical

2.    Operations

                                                          v.      Medical Staff

5 b.    External

                                                          i.      Community Leaders

                                                      ii.      Neighbors

                                                  iii.      Contracted Service Providers

                                                      iv.      Union Representatives

                                                          v.      System Peers

                                                      vi.      Physicians Group

                                                  vii.      Governmental Regulators

 

6       IV.      Audience Size: (estimated frequency in parenthesis)

7 a.    Interpersonal Meetings (1 hour/weekly)

                                                          i.      Executive

                                                      ii.      Direct Reports

                                                  iii.      System Peers* (quarterly)

8 b.    Group  (2 hours/bi-weekly)

                                                          i.      Senior Management

                                                      ii.      Community Leaders (quarterly)

                                                  iii.      Neighbors      (quarterly)

                                                      iv.      Union Representatives (quarterly)

                                                          v.      Patient Satisfaction Focus Groups (as needed)

9 c.    Divisional (1 hour/quarterly)

                                                          i.      Clinical

                                                      ii.      Financial

                                                  iii.      IT

                                                      iv.      HR

                                                          v.      Marketing/Business Development

                                                      vi.      Support Services

                                                  vii.      Medical Staff

10 d.    Organizational (2 hours/monthly)

                                                          i.      Middle Management

11 e.    Community           

                                                          i.      On-going function of Public Relations

 

12           V.      Introduction Tactics

13 a.    Organizational (appeals to audience are in parenthesis)

14                                                           i.      Memo

1.    Create memo/letter announcement of arrival with emphasis a brief overview of his plan to get up to speed (visibility and credibility)

15                                                       ii.      Email

1.    Send out text of announcement w/attached picture (visibility and emotional)

2.    Send out CV to Middle Management and up.  This will enable reciprocity when you ask for their CV at a later point in time (visibility, credibility and emotional)

16                                                   iii.      Broadcast Voice Mail

1.    Rick reads text of announcement (visibility and emotional)

17                                                       iv.      Intranet

1.    Have IT department use announcement text and picture for web page linked to Intranet home page. (visibility and stability)

18                                                           v.      Photo Ops

1.    Punch and cookie reception line during shift change on first day or two after on-site arrival (visibility and emotional)

2.    Schedule a couple of days to visit cafeteria during lunch and dinner so people have a chance see and meet Rick in an informal setting.  I see this as similar to a reception line standing in front the cash register would be the ideal placement.  Ideally recruit a highly respected, high-visibility and long-time member of senior management to accompany you for making introductions (visibility, credibility and transfer of authority)

19 b.    Tours

1.    Facility, Safety and Security (visibility and credibility)

 

20 c.    Group

21                                                           i.      ASAP host an off-site luncheon with members of Senior Management (visibility, credibility and emotional)

22                                                       ii.      Schedule luncheon with middle management similar to quarterly meeting at CPMC (visibility, credibility and emotional)

 

23 d.    Interpersonal

                                                          i.      Conduct one-on-One interviews with VPs and Directors using plus minus delta strategy to gather assessment data.  I suggest following the praise on their plus noting achievement; minimizing minus for the moment; agree to help where possible on delta.  All this is designed to allow them to show pride in achievement reduce anxiety over deficiencies and instill the need for planning and proactive thought when they meet with you again.  (credibility and emotional)

 

 

24       VI.      Political

a.    Applying the Parento Principle to organizations means recognizing that roughly 20% of the organization cares about your arrival as COO and 80% are ambivalent.  Breaking that 20% down further, half of them are glad to see you because you represent a chance for change.  The other half may resent the change in the status quo you represent.  I suggest focusing on growing the ranks of those who are supportive of you by reaching out to the 80% who are ambivalent.  The mistakes I often see is too much focus on winning over those who are rooted in the status quo at the expense of those who can lend support.

b.    Assess to identify informal opinion leaders.  I would suggest making note of deep subject matter experts, silo-spanning connectors and the salespersons.  Each of these three types will be key to formulate and promote your agenda later.

 

  VII.      Situational Considerations

25 a.    Inclusion of Second and Third Shift

26 b.    Thanksgiving and Holiday Season

27 c.    Inter-campus rivalry