Dan took the next couple of months to evaluate the leadership team at the hospital. He spoke to key stakeholders and talked with and observed his leadership team. After three months, he began taking action to install leaders he is confident will manage as he does. In the next few months, the weakest third of the leadership team left; some Dan terminated, and others could see the writing on the wall and left of their own accord. Dan then hired new leaders and started building a new leadership team.

Dan decided that he wanted a standard leadership perspective and created a mandatory leadership training program. Dan runs the program with his new director of human resources (HR) and teaches portions of the material himself. The program is founded on servant leadership principles from books such as The Five Dysfunctions of a Team, Crucial Conversations, and Leadership and Self-Deception. Dan and the new HR director also developed a strategic plan focused on employee engagement.

Case Questions: Part 2 1. What were the critical actions taken by the CEO to change the hospital?

2. Why did the CEO begin with employee satisfaction?

3. What principles of change were used?