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The importance of good leadership and succession planning

Credentialing Resource Center Connection, September 18, 2008

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Sally J. Pelletier, CPMSM, CPCS, is a consultant with The Greeley Company, a division of HCPro, Inc., specializing in credentialing and privileging.

Dear credentialing colleague:

The national election is nearly upon us and politics is certainly on most people’s minds.  Many of us watched the conventions and have had discussions regarding what the outcome of the elections will mean for our future. No matter what your views are regarding the candidates, one thing is certain: with new leadership comes the potential for change. 

As a rule, leaders come and go, whether this is at a national level or in healthcare at an organizational level (e.g. organized medical staff via an elected governance structure). This change in leadership is typically viewed as part of a positive governance structure. Certainly if you are unhappy with an individual who currently holds a seat of power, you can take comfort in knowing that there is light at the end of the tunnel.

There are times when it is important to think about the effect of disruption to a shared vision, or the effect a dramatic shift in values and mission can create, due to a turnover in leadership. Good, effective leaders are remembered for their accomplishments, decisions, and contributions. Dysfunctional leaders are remembered for stifling effectiveness and negatively impact the morale of an organization. There are also leaders who are somewhere in the middle, and who are least likely to be remembered.

When it comes to leading an organized medical staff, there are two critical steps to keep in mind. First, in order to provide strategic direction in recruiting and developing new leaders, proactive medical staffs establish a medical staff governance committee or a leadership development and succession planning committee. These medical staffs adopt a contemporary best practice seen as the evolution of a traditional nominating committee. Additionally, some of the principle accountabilities of this leadership development committee are identifying and recruiting future medical staff leaders and developing an effective succession planning strategy. There are significant benefits to effective succession in providing stability to accomplish a shared goal.
 
Critical projects may lose their forward momentum without the proper guidance and championing of key leaders. In my day-to-day work with hospitals there are times when the development and implementation of a criteria-based privileging system stalls in its tracks due to a turnover of medical staff leadership. Usually this is due to a lack of prior involvement or commitment to the project. In addition, well-researched, strategic planning efforts or bylaws revisions become mired or abandoned due to turnover in leadership.   

Medical staffs and healthcare organizations striving to develop and implement agreed-upon best practices should ensure that both current and future leadership have a clear understanding and are in support of the goals and objectives of key initiatives. The planning and timing of critical projects should take into consideration whether there will be turnover in leadership halfway through (i.e. bylaws revision, privileging system development). If so, identify what effect this may have on accomplishing the project and determine what steps can be taken now to ensure success.

Remember, credentialing has no other master than the patient.

Note: On behalf of The Greeley Company and HCPro, I extend heartfelt prayers and encouragement to those individuals who are suffering or assisting those who are in need due to the recent hurricanes in our country.

That’s all for this week.

All the best,

Sally J. Pelletier, CPMSM, CPCS
http://www.greeley.com/consulting.cfm

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