Professional Documents
Culture Documents
Krzmarzick
Why
is
Bersin
arguing
leadership
is
the
biggest
gap?
What
is
the
gap
and
what
do
you
propose
we
do
about
it.
Due
to
the
ever-growing
needs
to
healthcare
and
auxiliary
services,
companies
are
looking
to
grow
their
presence
locally
and
globally.
Besides
replacing
the
retiring
mid-level
and
senior
leadership,
they
must
hire
additional
leaders
on
all
levels
to
expand
their
presence.
In
addition
to
hiring
new
managers
and
leaders,
they
must
train
and
develop
the
current
employees.
According
to
the
data,
86%
of
the
healthcare
and
auxiliary
companies,
which
were
surveyed
and
investigated,
were
said
to
lack
in
the
appropriate
leadership
and
programs
necessary
to
develop
future
leaders.
Specifically,
this
gap
which
Bersin
identifies
is
a
combination
of
retiring
baby
boomer
generation
in
the
healthcare
industry,
the
abundance
in
untrained
leaders
or
bosses
and
the
erroneous
spending
of
dollars
in
the
healthcare
industry
towards
unsupportive
development
techniques.
One of the biggest problems facing the healthcare industry is that the
industry
is
ever
changing
and
developing.
Leaders
must
have
certain
critical
skills
in
order
to
lead
a
successful
company;
these
include:
business
acumen,
collaboration,
global
cultural
agility,
creativity,
customer-centricity,
influence
and
inspiration,
and
building
teams
and
talent.(Bersin)
Not
just
one
or
a
few
of
these
specific
skills
are
able
to
make
a
successful
leader,
but
all
of
these
are
required
in
order
to
make
him/her
succeed
and
be
effective.
The
leader
must
be
able
to
show
competence
or
excellence
in
these
skills
while
still
having
the
responsibility
of
creating
synergy
between
their
employees
and
managing
their
division.
These
same
leaders
need
to
be
dynamic
and
adaptive
to
the
ever-changing
industry.
implement
a
multi-part
plan
that
will
be
integrated
at
all
organizational
levels.
Step
1
is
to
work
on
recruiting
and
retaining
excellent
employees.
Leaders
arent
born;
they
are
made.
By
recruiting
intelligent
and
driven
people,
companies
have
the
responsibility
to
teach
them
the
necessary
hard
and
soft
skills,
which
were
mentioned
above
by
Bersin.
Step
2
in
this
multi-part
plan
is
to
develop
a
personalized
development
plan,
which
teaches
the
future
leaders
these
skills.
The
company
should
be
investing
in
their
capital,
resources
and
time
in
their
employees
to
continue
to
improve
their
organization.
This
development
plan
should
follow
these
steps:
1. Define
the
pipeline
in
the
organization.
Companies
in
the
healthcare
industry
need
to
realize
that
the
best
way
to
obtain
excellent
leaders
is
for
the
company
to
train
them
themselves.
As
Bersin
stated,
the
United
States
Department
of
Defense
has
a
massive
need
for
strong
leaders
and
they
fulfill
this
need
by
training
them
internally.
This
ideology
is
also
relevant
to
global
organizations;
the
best
way
to
expand
globally
is
to
create
leaders
locally
with
a
global
and
cultural
awareness.
2. Continually
evaluate
the
future
leader
and
analyze
the
current
status
or
level
of
the
necessary
skills.
3. Implement
a
mentor
program
throughout
the
company.
For
example,
the
Chief
Operating
Officer,
assuming
they
show
excellence
in
their
work
and
daily
life,
will
be
a
mentor
to
a
few
business
managers.
This
allows
for
lower
level
management
to
be
trained,
but
it
also
stimulates
communication
between
many
levels
of
the
company.
4. Investigate
all
of
the
funding
that
is
being
used
on
current
development
for
future
leaders.
Ask
for
honest
feedback
on
current
training
seminars
and
conferences
and
eliminate
all
non-essential
spending.
The
feedback
will
be
collected
through
individual
and
group
meetings
with
the
future
leaders
and
the
Development
Committee
(mentioned
later).
This
will
not
just
cut
down
on
expenses,
but
open
up
more
funding
for
newer
and
better
opportunities
for
the
future
leaders.
5. All
future
leaders
lacking
in
certain
skills
will
attend
mandatory
training
seminars.
Specifically
focusing
on
Lean,
Six
Sigma,
I2S2
type
programs
and
skill
development
mentioned
by
Bersin.
Step
3,
the
final
part
of
this
multi-part
plan
is
to
create
a
standing
committee
dedicated
to
the
development
of
the
management
and
leaders
of
the
organization.
This
committee
will
consist
of
members
from
all
levels
of
the
organization,
although
mainly
consisting
of
high-level
management
and
senior
leaders;
there
will
be
a
presence
of
low-level
managers.
This
Development
Committee
will
focus
on
the
reviewing
process
of
individuals,
decide
the
budget
for
the
development
of
leaders
and
review
and
change
the
development
strategy
of
the
company.
1.
Retention
and
hiring
future
leaders
2.
Make
them
go
through
3.
Develop
strategy
for
teaching
current
leaders
Evaluate
them
Teach
them
Lead
not
boss
I2S2,
other
leadership
proven
things
4.
Not
sending
leaders
to
stupid
conferences
Watch
spending
your
dollars
Make
them
count,
go
to
proven
plans
or
make
your
own
5.
Pipepine