Cynthia Sanchez is the CEO of a large suburban community hospital. Her senior leadership team is made up of 17 people, 5 of whom report directly to Cynthia; the rest report to the chief operations officer. Every Tuesday, the entire 17-member team meets for two hours, and often the meetings run longer by about another hour. 

During the meeting, Cynthia gives a summary of all the meetings she attended in the previous week. Then, she turns to the chief medical officer (CMO) to discuss physician issues and to the chief financial officer (CFO) to discuss the budget. During these conversations, no one else but Cynthia poses questions and comments to the CMO and the CFO. The rest of the group stays silent or prepares their own reports. 

By the time Cynthia ends her conversation with the CMO and CFO, only 15 to 30 minutes are left. The team members then go around the table to give their respective department or project updates. Most team members use this time to tout their accomplishments, but no one pauses for congratulations or recognitions, as time is running out. During these updates, Cynthia is on her laptop, checking e-mail or answering correspondence. Occasionally, she asks for clarification or offers advice. 

Recently, Cynthia hired Luann Crosby, an executive coach. Luann sat through one of these meetings. Afterward, Luann pulled Cynthia aside. 

Luann. You know there was a problem with that meeting, right?

Cynthia. What do you mean? They’re a little long, but no one complains about them.

Questions 

1. You are Luann. Give Cynthia an extensive diagnosis of the meeting. Include as many details in your diagnosis as possible. 

2. Give Cynthia specific recommendations on improving the meeting. 

3. How will you get Cynthia to buy into your suggestion? How will you coach her to gain buy-in from her team?