I would not assume that any of these folks are properly trained in basic management/leadership skills, and therefore, the next level supervisor will have to invest time in meeting with these individuals on a 1:1 basis to determine what are the shortcomings for each person. Once established, then the supervisor should outline the training needs for each and attach it to goals for the upcoming year, or as a part of the variable compensation (bonus) program. Try to tie the training to improvement in important metrics for the organization, so that this doesn’t appear nebulous and they have some “skin in the game.” Good luck.
Very interesting issue presented. The dynamics of needing this person’s research and influence may complicate things until the organization gets to a point where you have to consider what is the true opportunity cost at risk – losing the research dollars/influence versus the risk of morale and the betterment of the department/organization. Many times, unfortunately, organizations drag their feet in doing what they know is the right thing to do, simply because it is painful. I think the organization should truly consider separating with that individual, or move them outside of the department to an Emeritus status away from exerting any influence over the prior department.
I’m sure the organization realizes that the more you have a cross-section of employees involved in the process of change, the better it will be. Another reminder is to be mindful of the differences in the generations at work, because each generation will see certain issues differently and could actually have a negative influence on the outcome. So, communicate, communicate, and then communicate some more.
In theory, you shouldn’t have to choose because staff failing to see the benefits of great patient experience, and the resulting impact on operational efficiency, may mean that they are not the right fit for the organization. The patient experience is critical to your success and failing to focus on that will result in a financial impact.
That’s an interesting dilemma you have going. I’m a bit conflicted in providing a comment here, because many times when an organization merges with a larger company, they tend to lose their culture and the service component can be negatively impacted. On the other hand, failure to do something will most likely result in the slow deterioration of referrals and patients to the hospital. I would say consider doing partnership agreements, or merge with another organization that are similar to yours, so that you can benefit from being more competitive with negotiating with the payors, and now you would have enlarged your referral base.