Page 380 - CEO Orientation

When asked to complete the sentence “Please don’t change …”, the unwavering uniformity in the
feedback included:
1. Our relationships with each other and our patients
2. The recognition we receive from the good work we do
3. The diversity and freedom to be who we are without judgement

Recommendation:

1. Further incorporate these values into organizational processes: Each site’s current
values certainly reside intangibly in the way employees work every day and, to some
degree, are tangibly integrated into some operational areas.

Providence offers a good best-practice example of how integrating these values might work.
The hospital has seamlessly incorporated its values into every aspect of their operations,
from the talent life cycle starting at recruitment and hiring to on-boarding and employee
development to aligning values with performance reviews/compensation to leadership
approaches, principles and communication.

Domain #4: Leadership: The role of leadership in influencing the culture of the organization

With regard to the topic of leadership and the integration, there were several key themes that were
consistent within the feedback:

Transparency: A reoccurring theme was the request that the new senior leadership team be transparent
in their communications. Staff and leaders alike requested timely, concise integration updates (using
various methodologies/communications channels). “Please keep us informed as to your plans – even if
you do not have an answer – tell us you don’t have a plan” was echoed many times during the
interviews. It was very apparent that in the void of no information, the space was quickly filled with ill-
informed rumors that fueled staff anxiety.

Leaders being asked to add integration onto their current role description: Managers, leaders and
some staff expressed concern that the integration work would be in addition to their current workload
and accountabilities. Once the integration process begins, there certainly will be a myriad of operational
decisions to be made. This has the potential to distract leaders from their core responsibilities – often
called “organizational drift.” Adding integration to leaders’ workload will not only exacerbates already
elevated levels of stress and anxiety, but can actually have a multiplier effect generating dysfunctional
and counterproductive behaviors.

Clear definitions of accountability and a distinct sense of direction from which to determine priorities
will be required along with support strategies for leaders to supplement their current workload.

6