The president a large physician practice management group had recently
brought the financially failing company into the black. In order to sustain
continued growth, reduce staff turnover and ensure long-term performance,
however, he recognized that the existing corporate culture of top-down
decision making, divisional autonomy, and internal competition had to
change. He hired Headwaters to lead the effort to create an employee
environment that fostered mission-based collaborative decision making
at all levels of the enterprise.
Strategies and Approaches
Headwaters worked closely with the leadership team to design and implement
a three-phase process:
Continually throughout this process, we worked with the team to help
them understand the power of collaboration and the value of teams.
- Phase I involved working with the top physician and administrative
team to collectively define the company’s mission, including its
purpose and core values. Using our TeamInsight
Performance Profile instrument, we also gauged the team’s strengths,
identified areas of improvement, assessed individual’s skills as
effective team members, reviewed feedback individually with a Headwaters
coach, and created action plans for performance improvement.
- During Phase II, the leadership team (with Headwaters guidance)
rolled out the company mission and sought the buy-in and commitment
from staff to implement the vision and "live the values," which were
focused on patient-centered care.
- Phase III then built on this commitment and engaged all levels
of the organization in a continuous work process improvement initiative
that targeted specific work processes and systems for greater efficiency
Over a two-year period, strategic alignment was achieved and the company
continued to work on team and interpersonal skills, creating better results
and performance, both as individuals and as a company.
- The company’s market share rose 7 percent, revenues increased 50
percent, and operational costs were significantly reduced.
- Physician turnover was halved; employee turnover dropped from 18
to 12 percent (over three years).
- Employees across the board reported greater job satisfaction, more
energy, a stronger commitment and better communication.