Executive teams at multi-site healthcare services companies often struggle to balance focus on strategic priorities and operational challenges. They’re compelled to work on granular issues because the company hasn’t successfully integrated a change plan across every level of leadership. As a result, critical levers are neglected, creating pressure for executives to step in. This creates a cascading effect that risks impeding even the best-conceived growth plans.
Mitigating this requires attention from the C-suite, but unless top leaders can identify the underlying problem, they will not succeed in solving it. What’s more, they must not overlook one pivotal leadership role that has outsized influence on their change plans and the company’s growth potential.
For multi-site care delivery companies to address this issue – or better yet, avoid the problem entirely – they must rethink the criticality of the managers and administrators running the individual sites that comprise the company’s growing network.