Big Picture Healthcare Case Studies

A health center had high stress, high turnover and poor morale. Cost control was a constant concern. The management team was technically competent, but from a management perspective, young and inexperienced. Leadership Development was just the start of the program that turned this situation around.

Problems the client brought us:

		The management team is young and inexperienced. The sponsor was VP HR Suzanne.
		Suzanne was concerned about retention of key talent. The center had extensive vacancies with burnout and stress being common.
		The high-tech procedures for diagnostic testing were complex. The results were impacted by turnover and patient outcomes were at risk. Training needed to be improved.
		The CFO, Stephen, is concerned that the center is losing money, due to aggressive insurance and managed care contracts. Stephen is also concerned about recent lawsuits for declining care in cost control decisions.

Big Picture Healthcare approach:

		Our assessments included organization and competencies. Paradox was everywhere. Their previous solutions to one problem aggravated another. The Center needed cost effective peak performance.
		We put the entire management team through Leadership and Peak Performance 101 training. 360-degree evaluations were performed to increase awareness of personal learning paths.
		We facilitated a strategy retreat to build team spirit, focus on organizational priorities and collaboratively commit to the direction that would provide the best performance for the organization as a whole.
		Needed training procedures and competencies were assessed. There was a mismatch of skills taught vs. competencies needed. We created-cross functional teams to re-design the tech training. The teams modified the linear training to include cross-functional decision-making skills.

Results to date:

		The leadership team learned peak performance techniques that they could apply under stress. The team's sense of control improved group morale.
		The Center turnover has decreased by 40%.
		Cross-functional training teams proved successful at increasing the technical competencies necessary, and in the process provided more staffing flexibility to address staff shortages.
		The sense of purpose is now universal, and staff decisions have been more aligned with priorities for improved sustainability.

Ongoing:

		Individual coaching for key team members continues.
		Team meetings have been scheduled with customized team simulations to improve team decision-making and collaboration.
		Senior team negotiators are working with Big Picture Healthcare to clarify critical issues prior to meeting with corporate negotiators for managed care and benefit contracts.