Discussion: NRSE 6053 Leadership Profile

Hospital and health system leaders are struggling at a much higher rate than they were three years ago. The cause of that increase is an increasingly complex environment. The solution for an individual leader is to seek out development and coaching that will help them to be more effective. The solution for hospitals and health systems is to take a new look at their leadership development, coaching and appointment practices — what they are currently doing isn’t working.

Success Profiles, Inc. has been focused on the measurement of healthcare leadership for 12 years. Using proprietary techniques and tools we have evaluated over 30,000 leaders.

Evaluations differentiate the demonstrated ability (i.e., talent) of leaders using categories, respective to a normal bell curve distribution (i.e. A, B+, B, B-, C, and D). Those leaders are also given an overall performance rating (failing, struggling, succeeding or excelling) based on performance metrics (e.g. quality, patient satisfaction, revenue, turnover, staff engagement and culture) achieved within their span of control. For every leader evaluated, measurement was also completed on the complexity of their role. Using further proprietary techniques, those roles are divided into three levels of complexity: low, medium or high. Acknowledging that leading or managing at any level in healthcare is difficult and complex, the differentiation of complexity is still absolutely essential to understand probabilities of success.