CEO Assessment and Development Review and Planning for Healthcare Organisation CEO
The Brief
The client works primarily on behalf of the Australian Government to improve local health care.
They aim to ensure that everyone in their community has access to the right care, in the right place, at the right time. They achieve this by improving access to existing services, commissioning new services, and encouraging GPs to innovate and enhance local health care. The Board sought an insights and diagnostic-driven review of the Chief Executive Officer to inform development recommendations to support KPI achievement and development planning. The process was intended to be highly collaborative and transparent, involving discussions about successors and how to best set up the organisation for success.
Improvement in Performance
Studies show that executives who receive coaching report a 70% improvement in work performance, according to the International Coaching Federation (ICF).
Lower Turnover Rate
Organisations with effective leadership development programs have a 30% lower turnover rate among employees, as leadership development fosters employee engagement and loyalty.
Reference: Harvard Business Review, "The Impact of Leadership Development on Employee Engagement" (2017)
Companies report Enhanced Leadership Skills
85% of companies report an improvement in leadership capabilities as a direct result of implementing leadership development programs, leading to better decision-making and team management.
Reference: Deloitte, "Global Human Capital Trends" (2019)
Higher Return on Investment (ROI)
Leadership development programs yield an average return on investment (ROI) of 6 times the cost of the program, reflecting the significant value they add to the organization.
Reference: Korn Ferry, "The Real ROI of Leadership Development" (2018)
The Process
Future Leadership’s recommended methodology included:
- Conducting a series of pre-calls with the Board to understand the current context, leadership challenges, and opportunities, and the organisational landscape more broadly. Identified who may be appropriate raters for the CEO outside their immediate circle of direct reports (as it was intended that the participant complete a 360° diagnostic).
- Reviewing the Position Description for the role and understanding where changes were needed according to each Board member.
- Inviting the participant to complete the Hogan 360° and a comprehensive interview to review role performance relative to the Position Description.
- Completing formal interviews with each Board member.
- Integrating data to prepare a comprehensive report for 1) the CEO (i.e., their Participant Report) and 2) the Board.
- Presenting the Board Report with recommendations for development planning.
- Concluding with a development debrief and planning session with the participant to provide feedback and explore next steps.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
The Board and CEO responded very favourably to the process and performance overview.
The participant actively engaged in the development planning process and continues to perform well in their current role.
