Kristen Photakis, CEO of a rural hospital, is talking with her friend Jason Weiss, a longtime healthcare consultant, about ways to better engage senior and departmental managers. 

Kristen. It’s frustrating that they sit back and wait for me to create the agenda, give them assignments, or study new trends. 

Jason. How does the hospital develop strategies? 

Kristen. We hold an annual board retreat. During that time, the board and I come up with 25 to 30 goals. When I return to the office, I meet with the vice presidents to tell them what was discussed. Then, I draft subgoals for each of the major objectives identified at the board retreat. The VPs and I hammer out the details until we come up with specific strategies and work plans.

Jason. There are several things wrong with that process. First, everything is developed at the top of the organization with little or no input from the lower ranks. Second, you’ve gotten into the habit of creating everyone’s work plans rather than giving people the chance to develop their own. Third, you and the board set too many goals. You have to consider current workload and priorities, previous commitments, unfinished strategies, et cetera. No one can possibly keep up with all the details. And I must say rather bluntly that you are one of the few organizations I’ve heard of that does not involve the senior leadership team in the strategic planning retreats with the board. I would make that my starting point. 

Kristen. Sounds like I have work to do.

Jason. Keep in mind that change is a group effort, not a solo practice. If you want your staff to get involved, you have to get out of the way and let them in. 

Questions 

1. Is the consultant correct? Explain your answer. 

2. What can Kristen do to improve the situation she has created?