Even with the most talented management, hospitals and health systems can run into problems when executives don't work as an aligned, healthy team. Leaders might operate their respective units or functions well, even spectacularly, but not work together at an enterprise level to guide the entire organization.
The following assessment from Senn Delaney is based on the culture consulting firm's university-based research and application of its expertise with dozens of senior teams. Leaders are recommended to answer questions with either "often," "seldom," or "never," with each response carrying a respective point value of one, three or five. Higher scores indicate the senior management team needs more alignment.
1. Is it clear that senior team members make decisions for the greater good of the organization rather than for their own self-interest? The answer to this question is most telling of whether executives balance their responsibilities as an enterprise leader and as a leader for their specific function or department.
2. Is the senior team seen by the organization as being aligned on mission, strategy, goals and priorities? Hospital employees sense when their leaders aren't aligned, and the organization as a whole is likely to follow suit. Alignment doesn't mean constant agreement in decision-making. It means the team agrees on the importance of focusing their energy in one key direction for the organization, and senior leaders behave in a way that supports, rather than distracts, that focus.
3. Do senior team members automatically and consistently assume the best intentions in one another? Or do they assume motives in one another, especially when they disagree? Assuming motives is often the result of misaligned views on the direction of the organization or a greater sense of mistrust. Leaders must be willing to assume their teammates want what is best for the hospital or health system, even if that means they have different opinions on how to achieve it.
4. Do senior team members openly discuss issues in meetings, or do most real conversations take place in hallways after meetings? Some organizations have "unwritten rules" that lead to passive-aggressive behavior in meetings. Leaders might tacitly agree in the meeting room but voice opposition to decisions once they walk out. The best management teams have free and open conversations in the meeting room that are respectful albeit difficult.
5. When a decision is made in a senior team meeting, do all members own the decision as theirs and fully support it outside the meeting room? Open and honest meetings result in different points of view, but a healthy team will own and implement decisions after they are made. Leaders will own one another's success and act as a member of the team even when they're out of the meeting room, functioning in their individual role.
6. Do senior team members all walk the talk? That is, do they live the values for which the organization stands? High-performing executive teams walk the talk by aligning their personal purpose with that of the organization. One way to measure whether leaders walk the talk is by listening to discussions in the hospital hallways. Are employees talking about how they wish their senior team could be, or are they praising the team for alignment and inspiring leadership?
7. Are senior team members acutely aware of the impact of the shadow they cast on the organization? Most CEOs and executive teams underestimate the influence they have on an organization, but everything from their moods to their words is noticed. It's similar to parenting: It's a special obligation to understand how people look up to their leaders.
8. Do senior team members fully participate in initiatives, or do they just bless them with lip service? Due to the "shadow phenomenon" mentioned before, it is crucial that change and new initiatives begin at the top. Whether the new initiative involves new technology, a new service or a cultural value, it should be owned by leaders at the top and authentically carried out in their day-to-day work.
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The following assessment from Senn Delaney is based on the culture consulting firm's university-based research and application of its expertise with dozens of senior teams. Leaders are recommended to answer questions with either "often," "seldom," or "never," with each response carrying a respective point value of one, three or five. Higher scores indicate the senior management team needs more alignment.
1. Is it clear that senior team members make decisions for the greater good of the organization rather than for their own self-interest? The answer to this question is most telling of whether executives balance their responsibilities as an enterprise leader and as a leader for their specific function or department.
2. Is the senior team seen by the organization as being aligned on mission, strategy, goals and priorities? Hospital employees sense when their leaders aren't aligned, and the organization as a whole is likely to follow suit. Alignment doesn't mean constant agreement in decision-making. It means the team agrees on the importance of focusing their energy in one key direction for the organization, and senior leaders behave in a way that supports, rather than distracts, that focus.
3. Do senior team members automatically and consistently assume the best intentions in one another? Or do they assume motives in one another, especially when they disagree? Assuming motives is often the result of misaligned views on the direction of the organization or a greater sense of mistrust. Leaders must be willing to assume their teammates want what is best for the hospital or health system, even if that means they have different opinions on how to achieve it.
4. Do senior team members openly discuss issues in meetings, or do most real conversations take place in hallways after meetings? Some organizations have "unwritten rules" that lead to passive-aggressive behavior in meetings. Leaders might tacitly agree in the meeting room but voice opposition to decisions once they walk out. The best management teams have free and open conversations in the meeting room that are respectful albeit difficult.
5. When a decision is made in a senior team meeting, do all members own the decision as theirs and fully support it outside the meeting room? Open and honest meetings result in different points of view, but a healthy team will own and implement decisions after they are made. Leaders will own one another's success and act as a member of the team even when they're out of the meeting room, functioning in their individual role.
6. Do senior team members all walk the talk? That is, do they live the values for which the organization stands? High-performing executive teams walk the talk by aligning their personal purpose with that of the organization. One way to measure whether leaders walk the talk is by listening to discussions in the hospital hallways. Are employees talking about how they wish their senior team could be, or are they praising the team for alignment and inspiring leadership?
7. Are senior team members acutely aware of the impact of the shadow they cast on the organization? Most CEOs and executive teams underestimate the influence they have on an organization, but everything from their moods to their words is noticed. It's similar to parenting: It's a special obligation to understand how people look up to their leaders.
8. Do senior team members fully participate in initiatives, or do they just bless them with lip service? Due to the "shadow phenomenon" mentioned before, it is crucial that change and new initiatives begin at the top. Whether the new initiative involves new technology, a new service or a cultural value, it should be owned by leaders at the top and authentically carried out in their day-to-day work.
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