Archived Publications eBook: Confidence in the Development of your Futur | Seite 13

• Identify true future leaders. They understand
that high performance does not automatically
imply high potential to be future leaders in this
new healthcare environment. Succession
planning must include testing for “future
potential” separately from the performance
review. It is also important to ask about prior
experiences that might relate to future business
challenges and to focus on having succession
discussions that are data-based, rather than
opinion-based.
• Develop to diversify skills. They not only pick
leaders, but also people who can solve complex
future problems. Why? Because external factors
influencing the hospital (regulatory changes, patient
demographics, etc.) have much more weight than
most internal factors like experience and leadership
ability. Under these new rules, development plans
should be diverse so that they expose successors
to areas different than their current functional
expertise. This ensures flexibility in their future
ability to solve diverse problems.
• Focus reporting on future business scenarios.
Succession-planning reporting includes overall
status/readiness to address challenges; those are
who are considered a future leader for each
future challenge; and how curriculum
development is progressing. The successor group
is also reported on as a separate population.
Ultimately, in changing one question, we create a more
meaningful pipeline of leaders to improve the hospital’s
readiness to address future critical challenges. Are you
ready to ask the question?
THE TIME IS NOW!
Never has succession planning been more critical, yet hospitals
are struggling to put plans in place.
18%
Survival
Rate
20%
52%
Percentage of hospitals with
CEO succession plans
51%
Percentage of hospitals with
senior leader succession plans
Percentage of hospital CEO
turnover between 2012 and 2013
Sources: American College of Healthcare Executives & Witt/Kieffer
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