Case 11.2 Cnthia Jonas is the CEO ora large suburban community hospital. Her Serior leadership team is made up of 17 people, 5 of whom report Sirectly to Cynthia and the rest report to the chief operations oficer. Every Tuesday, the entire 17-member team meets for two hours, and offen the meetings run longer by about another hour. During the meeting, Cynthia gives a summary of allthe meetings she attended in the prior 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 report. By the time Cynthia ends her conversation with the CMO and CFO, only 15 to 30 minutes are left. The team then goes 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's a problem with that meeting, right? Cynthia: What do you mean? They're a little long, but no one complains about them. Exercises 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? Case 12.1 St. Nicholas Health System is an integrated health delivery organization comprising St. Nicholas Medical Center, Suburban Western Health Center, Suburban East Health Center, the St. Nicholas Employed Phosian Pratice, St Nicholas Haven, aperatesichols Home Care am. city of 2.5 million residents. ONE Corporation tidents. system operates in a highly compan. Headed by Cio Escantve Vide presidentandingsouphas23 men. bers,including the executive vice president and chief operations of. be EVP/COO), several system senior vice presidents, assorted system vice presidents, and the site administrators from each business unn The senior team meets weekly to discuss tactical and strategic oper. ations as well as ongoing projects if time allows, which is rare). The site administrators do not feel they are part of the executive team, given that they report to the COO and not to the CEO and thar most of the discussions relate to the system rather than the individual business units. In fact, at St. Nicholas, much of the work is accom. plished through interactions between the vice presidents or executive directors and administrators or middle managers. Because Elizabeth is a hands-off leader, she has given her EVP/COO freedom to make ongoing operations decisions. The EVP/COO gives the site adminis. trators much autonomy to run their own facilities. Elizabeth depends heavily on only three executives on the team-the EVP/COO, the senior vice president of medical affairs, and the chief financial officer. The rest of the 25-member team is aware that Elizabeth has frequent daily communications with these three executives. Questions 1. What are the strengths of this team? Its weaknesses? 2. Do the site administrators belong to this group? Explain your answer. 3. What message does Elizabeth send to her team by relying so much on three team members over everyone else? 4. If you were a consultant, what advice would you offer Elizabeth to strengthen the team? Case 13.1 New CEO Doug Wright has a problem. His leadership team displays dysfunctional behaviors. Infighting is rampant, and cooperation and sharing of information are nonexistent. At meetings, most team members do not participate in the discussion, resigned to sitting quietly after they give an update on their respective responsibilities. Recently, two chief executives suddenly quit, leaving the other team members gossiping about the reasons. Doug has spoken to the team, both as a group and individually, at length about the problem. He has touted the values of openness, hon-esty, and trust. He has encouraged the team to speak their minds and has informed them of the no-recrimination policy he has just instituted. But still, the team seems removed, content with doing as they are told. Frustrated, Doug contacts Roxanne Samanski, an organizational development consultant. The first question he asks her is, "Shall I fire all of them and start fresh?" Questions 1. If you were Roxanne, how would you respond to Doug? What suggestions would you offer? 2. What is the role of lack of trust in this situation? 3. Do you think it's important to find out the history of this team to understand its current dysfunctions