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Worldwide

Developing Leadership in the Face of Adversity

By Wout Van Impe, Partner and Team Director
Region: Belgium

Sector focus: Healthcare

THE COVID PANDEMIC COMES WITH A MULTITUDE OF PROBLEMS FOR ORGANISATIONS, ESPECIALLY IN THE MEDICAL LANDSCAPE. IN THIS CASE, MERCURI URVAL CAME IN TO HELP A HOSPITAL REVAMP ITS MANAGEMENT TEAM TO BECOME MORE ROBUST. THE PANDEMIC FUNDAMENTALLY RAISED THE BAR FOR LEADERSHIP AND MADE THE DIFFERENCE BETWEEN GOOD AND NON FIT FOR THE FUTURE LEADERSHIP MUCH MORE VISIBLE.
THE MISSION? EQUIP THE HOSPITAL TO MEET CURRENT AND FUTURE NEEDS BETTER. THEY WANTED STRONG LEADERSHIP BOTH INTERNALLY AND EXTERNALLY. THE EXECUTIVE BOARD WISHED TO REVIEW THE LEADERSHIP TEAM IN LIGHT OF CHANGING CONTEXT AND FUTURE NEEDS.
AS A TRUSTED PARTNER, OUR JOB WAS TO ENSURE THAT THE HOSPITAL WAS ADEQUATELY MANAGED IN THE FUTURE, HAD THE RIGHT IN-HOUSE LEADERSHIP, AND COULD CONTINUE TO DEVELOP NEW. THE BIG QUESTION WAS; “DO THEY REALLY HAVE THE RIGHT LEADERS ON BOARD TO TACKLE THE FUTURE CHALLENGES LINKED TO THEIR FUTURE SUBJECTS?”
AFTER DISCUSSIONS WITH THE CLIENT, THE CONCLUSION BECAME VERY STRAIGHTFORWARD. NO. THE RELATIONSHIP WITH THE CLIENT WAS CONSTANTLY UNDER PRESSURE BECAUSE OUR RECOMMENDATIONS WERE NOT ALWAYS WHAT EACH BOARD MEMBER WANTED. HOWEVER, OUR RECOMMENDATIONS WERE VERY CLEAR AND SHARP.
WE DID A TON OF ANALYSIS TO KNOW WHAT LEADERSHIP MEANT IN EACH ROLE ( CONTEXT AND SPECIFIC EXPECTED RESULTS ). WE ALSO EMPHASISED THAT THERE IS NOT A GIANT LINK BETWEEN PERSONALITY AND LEADERSHIP, WHICH OUR ASSESSMENT UNDERSCORED. EACH CANDIDATE GOT ASSESSED ON A PERSONALITY QUESTIONNAIRE, COGNITIVE EXERCISES, AND REFLECTION DOCUMENTS (EXPLORING THEIR TRACK RECORDS, STRATEGY APPROACH, AND MUCH MORE).

We wanted to make sure that they understood that the presentation of the business and the strategy of the department and hospital were paramount. Additionally, we looked for behaviour-based development focusing on leadership capabilities, potential background, track record, ambitions, and choices made. That took place within full-360 exercises and discussions on the reports and outcomes. The process took from around six to seven months. Some decisions came immediately, and others took some time to get in place. However, they did implement most of their changes. There were three replacements in the executive committee, and the overall dynamic is much improved. Additionally, the perception of the culture at the hospital is much improved. The entire bar remains raised.

Wout Van Impe, Partner & Team Director
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