LOUIS THOMAS MASTERSON & COMPANY
Retained Executive Search • Corporate Outplacement • Specialized Human Resources Consultants
LOUIS THOMAS MASTERSON & COMPANY
2334 Beaver Creek
Westlake, OH 44145
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Phone: 216.533.3263
Fax: 440.333.8778
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The Continuity Plan for Sustained Healthcare Leadership ® is focused on the Chief Executive Officer and his/
her Executive Leadership Team. It is a leadership-led process whereby the Chief Executive Officer plays an
integral part in developing the Plan, communicating the Plan to the Board, and monitoring the Plan in the future.
This Continuity Plan for Sustained Healthcare Leadership ® service will have three outcomes:
- Identify the people who are in line for replacement if someone on the Executive Leadership Team leaves the
hospital on an immediate basis. Typically, this does not require a specific development plan or program at
this point.
- Identify the people who are in line for replacement if someone on the Executive Leadership Team leaves the
hospital on a near term future basis. There is an opportunity for a limited development effort at this point, but
the order and pace of the development effort may need to be carefully managed to support this replacement.
- Identify the people who are in line for long term replacement if someone on the Executive Leadership Team
leaves the hospital on a scheduled basis, probably retirement. There is a development plan for these people
to be created, and then actively managed.
The Process of developing a Continuity Plan for Sustained Healthcare Leadership ® includes the following
steps:
- Identification. Identify the participants.
- Evaluation. Assess and evaluate the information developed, then apply the information to begin the
creation of a Continuity Plan for Sustained Healthcare Leadership ®.
- Plan Development. Selected participants have an Individual Development Plan (IDP) created for him/her
within the Continuity Plan for Sustained Healthcare Leadership ®.
- Communication. Within a hospital with such intensely defined skills, and especially within a smaller hospital,
Continuity Planning needs to be exceptionally well communicated to all appropriate audiences.
- Sustained Healthcare Leadership Development. The following are all part of this step; combining the IDP’s
prepared for selected participants, identifying the resources needed to accomplish these plans, and putting
a time line and a level of expectation in place.
- Active Management. Like Strategic Plans, the Continuity Plan for Sustained Healthcare Leadership ®
needs to be actively and consistently managed with regular reports to the Chief Executive Officer and the
Board.
Participation and Other Comments
Participants in the Continuity Plan for Sustained Healthcare Leadership ® are expected to be the Chief
Executive Officer and the other executives who typically make up the hospital’s Executive Leadership Team:
the chief financial executive, the chief nursing executive, the chief human resources executive, and the chief
medical executive. Other executives may be added or substituted for the above-mentioned executives after
discussion with the Continuity Plan for Sustained Healthcare Leadership ® consultant.
There are several, additional subjects that are important and need to be emphasized.
- Sensitivity and confidentiality, for all concerned, are critically important and must be emphasized and
restated regularly.
- Flexibility and adaptability are keys. This is your hospital and your Executive Leadership Team and your
plan. We need to “fit” with your needs and the needs of your hospital; you do not have to “fit” with us.
- There is no single template or approach that fits every Continuity Plan for Sustained Healthcare Leadership
®. Each Continuity Plan for Sustained Healthcare Leadership ® needs to be customized for you based on
your hospital’s goals, strategies, and needs.