This article by Leaders for Today CEO Jeff Souza was published in February 2012 in Trustee Magazine.
Let’s look at an interim situation in a community hospital. In his first eight weeks, the interim CEO met with 300 employees and nearly 60 physicians in both formal and informal sessions. He set expectations and explained what he needed to accomplish during his tenure. He also explained that he was fully empowered by the trustees with the same authority imbued in a permanent CEO. In addition, he reached out to the community, elected officials and other interested parties to reaffirm the hospital’s local value and to restore communication channels.
With transparency as his mantra, the interim notified hospital executives that a permanent CEO might not retain them upon developing his or her own leadership team, and he encouraged them to begin their own job searches. When he planned staff reductions, he informed those who would be affected up front. Although he rubbed elbows daily with the same people he would have to lay off later, his openness created a sense of trust.
The interim leader also announced to the entire hospital staff that he would reduce the expense base by three to five percent within 90 days to improve the hospital’s profitability. But he focused equally on initiatives to increase volume and improve service quality, which helped to create a positive atmosphere in the midst of change.
This leader’s style received an overwhelmingly positive response. He was able to make critical changes to the hospital’s infrastructure without worrying about how the fallout would affect his career. His predecessor, who had been CEO for more than 25 years, had been stuck in legacy processes. As an energized newcomer with no long-term political concerns, the interim CEO brought a fresh perspective.
To be continued…
Leaders For Today 