In his book, “Good to Great”, Jim Collins uses the analogy of a company’s CEO as a bus driver who needs to decide where the bus is going, how it’s going to get there, and who is going along for the ride. While most people assume the journey should start with announcing where the bus is going (sharing the vision) and getting the people on board to take it there, Collins argues the real transformative companies actually start by getting the right people on the bus and then deciding where to take it.
In today’s rapidly changing environment, if you start with “who” rather than “what”, you will be positioned to more easily adapt. Unfortunately, most organizations struggle to make the tough decisions necessary to get the right people on the bus and the wrong people off it. As a result, leaders tend to take an outdated organizational structure and the current team, and try to shoehorn them into current strategy.
Successfully executing a strategic plan requires leadership capital. Leadership capital comes from having clearly defined roles and responsibilities, as well as people in those roles who live your values and who ultimately understand the job, want it, and have the natural inclination to do it well. Our organization invests heavily in leadership development to support strategic design. Tough decisions present daily. I can say confidently, as a senior leader, those decisions are made with the “Four Agreements” of Ruiz in mind; “Be impeccable with your word. Don’t take anything personally. Don’t make assumptions. Always do your best.” We are only human, but we are doing our best, as a team, to move this organization forward and navigate the turbulent waters of today’s healthcare situation.