WJM Case Study: Coordinated & Cost Effective Talent Development at Leading Healthcare Company

Learn how one of Fortune Magazine's 100s Best Companies to Work For prepares its leaders for the future

The Situation:

One of the largest and most respected healthcare employers in New Jersey, Atlantic Health (AH), instituted a highly customized, cost effective and strategic talent development program to prepare its leaders for the future. An integrated healthcare delivery system, AH consists of 9 sites, 10,000 employees and $1.2 billion in revenues. Sites include two renowned acute care hospitals, namely Morristown Memorial Hospital and Overlook Hospital, a rehabilitation institute, free standing outpatient clinics, a surgical center and various outpatient centers. On the forefront of hospital care and medical technology, AH is equally renowned for its exceptional commitment to its people as evidenced by the company's highly engaged staff and lofty retention rates (upwards of 95%). In fact, in 2010, AH was chosen by Fortune Magazine for the second year in a row as one of the "100 Best Companies to Work For."

As a recognized leader in executive, team and organizational development, WJM partnered with AH to institute a customized Leadership Discovery Process ™ (LDP™) for AH's Officers/Directors. The purpose of the program was both self discovery and support for role development for these executives. New to coordinated assessment, coaching and development processes, AH was interested in understanding each leader's potential, as well as composite strengths and areas for development so as to prepare them for future leadership challenges including decreased patient volumes, need for service growth and a challenging regulatory environment. In addition to exposing this senior level executive population to the benefits of assessment and coaching, the LDP resulted in the identification of group norms and practical and targeted developmental opportunities.

The Challenge:

Rather than a conventional classroom or software-based program that some organizations rely on to teach leadership skills, AH and WJM developed an approach customized for each participant, focusing on the individual's strengths and opportunities for development in relation to AH's identified core leadership competencies.

Atlantic Health Competencies:

1. Managing Vision and Purpose
2. Strategic Agility
3. Business Acumen
4. Developing Direct Reports
5. Customer Focus
6. Managing and Measuring Work
7. Managerial Courage

While the Director of HR/OD was intent on creating a developmental experience that was highly engaging at the individual level, she also wanted to avoid the cost and lack of organizational "leverage" associated with individual, uncoordinated executive coaching engagements that the organization had employed in the past.

Leadership Discovery Process™ (LDP) Objectives:

• Prepare AH Officers/Directors for future leadership challenges by providing practical development consistent with the individual needs of each participant as they related to the organization's defined core leadership competencies and unique culture.
• Provide individualized feedback to each participant based upon a leadership assessment which includes interviews, 360° survey data and a personality assessment.
• Provide a highly engaging and individualized developmental experience with an executive coach for each participant.
• Deliver the development program "en masse" at an attractive per-participant cost.
• Capture and provide HR with data regarding common developmental themes or potential "derailers" among the program participants.
• Design targeted group learnings to address common developmental opportunities for the participants.

The Solution:

1. Program Planning
   The WJM Account Director partnered with AH's Director of HR/OD to define the overall content of the program, measures of success, communications strategy and material design. The Account Director carefully selected a cadre of highly qualified WJM executive coaches, scheduled regular coach meetings to explore organizational themes common among the participants, and shared best development practices specific to AH's leadership objectives and unique culture.
2. Participant Leadership Assessment
   As is common in most assessment processes, the WJM coaches conducted an interview with each participant and his/her manager focusing on perceived strengths and developmental opportunities. Following the interview, WJM administered an online 16PF® personality assessment.
3. 360° Assessment
   WJM gathered 360° data from each participant, their managers, peers, and direct reports. The goal of the 360° assessment was to understand how other colleagues perceive and experience the executive. The 360° assessment was customized to reflect AH's identified core leadership competencies.
4. Leadership Proficiency Evaluation™ & Developmental Planning
   The result of the interviews and assessments were summarized for each participant in a Leadership Proficiency Evaluation™ and delivered to the executive by the WJM coach in a feedback session with his/her manager, subject to previously agreed upon confidentiality guidelines. During this session, a development plan was agreed upon, focusing on the 2 to 3 major developmental opportunities resulting from the assessment and interviews.
5. Targeted Executive Coaching
   A WJM executive coach provided targeted coaching to each participant focusing on a few well defined developmental objectives over a two month period.
6. Organizational Themes & Group Development Sessions
   The WJM Account Director facilitated regular collaborative sessions with the coaches during which predominant leadership developmental opportunities were identified and explored. Data regarding these themes were shared with AH's Director of HR/OD. In addition, a debrief session on composite results was held with the participant group where feedback about the process and ideas generated for group workshops were encouraged to be shared. As a result, WJM partnered with AH to design several group workshops for the participants, facilitated by experienced WJM content experts, to address the highest impact of these subjects, including Developing Direct Reports and Presenting with Impact.
7. Results
   Recently, AH surveyed the LDP™ participants to assess their perceptions of the program. Over 95% of the participants strongly agreed that the LDP™ helped them to better understand their strengths and developmental opportunities; improved their self awareness; and agreed that the process, in particular, the coaching, helped them make meaningful progress towards attaining their goals. All participants agreed that they would recommend the LDP™ to their colleagues. The participants have included their development goals as part of AH's annual goals and performance reviews. Post program measures will commence later this year where each participant and his/her manager will complete a qualitative survey to assess progress against goals. Phase Two will kick-off in early Fall 2010. The program is expected to expand to physician leaders, as well.

Client Response:

The Leadership Discovery Process™ has helped us position ourselves for the future with a robust pipeline of talent focused on the key competencies required for success. The process has turned out to be exactly what Atlantic Health needed at this point in our evolution as a leading healthcare organization when it comes to engaging and developing talent. WJM has done a great job of tailoring the entire experience to best fit our unique culture, developmental goals and budget. I would recommend the Leadership Discovery Process™ to any company seeking to bring their top talent to the next level.

- Andy Kovach
CAO & VP, HR
Atlantic Health


WJM's Leadership Discovery Process™ has more than met our expectations. It has been a great way to engage our highly-valued Officers and Directors in a robust and targeted development process. Our WJM Account Director has been instrumental in supporting the success of the program and the expertise and skill of the WJM coaches has been spot on.

- Lynn Turner
Director HR/OD
Atlantic Health

Many executives at all levels assume a passive attitude towards their development, often waiting for their manager or someone else in the organization to offer them help in accelerating their professional development and their careers. Asking your manager for guidance on advancing your development demonstrates a proactive interest in expanding your skill set and your role in supporting the success of the company. The following is a guideline to asking for this help.

Do Your Homework

Preparation is key, do as much research as you can! First, identify what the appropriate procedures are within your organization when it comes to development. Do you approach your boss, or a human resources representative dedicated to such matters? Before scheduling meetings with your boss or HR contact, find out what professional development resources your company has in place. Are there programs designed specifically for employees seeking professional development? Are you eligible to participate? Is there a "high potential" pool of candidates? What are the available career paths? And, most importantly, what are you trying to achieve?

Next, find out what the top priorities of your organization are and how they align with its strategy. Consider your manager's priorities and the priorities of your department. Figure out how your personal development efforts can contribute to the overall success of your company.

Assess Your Strengths

Determine what your strengths are and how they can contribute to the success of your boss and organization. You can do this by taking a personality assessment such as the MBTI or 16PF. If possible, ask your manager or HR if you can utilize an Executive Coach to interpret the results and deliver feedback to you. If that's not possible, another quick way to assess your strengths is by reading Strengths Based Leadership, by Tom Rath and Barry Conchie (click here to view) and completing the free strengths assessment that comes with the book.

Prepare a List of Accomplishments and Developmental Opportunities

Prior to meeting with your manager, compile a list of accomplishments from the previous year and another list of developmental opportunities that if improved could contribute to his/her, as well as your future success. Quantify your accomplishments. Be specific, show the impact your actions had on the financial and overall performance of your department, unit, etc.

One thing to consider is volunteering for a "stretch assignment". Prior to your meeting with your manager look at your department's strategy and pinpoint a few assignments that will require you to step out of your comfort zone and utilize your strengths. This is a great way to get attention and learn new skills quickly. If you have access to an Executive Coach, request that they oversee your stretch assignment so that your boss does not have to allocate a lot of time to the process.

Schedule the Meeting and Present Your Needs

Once you have accomplished steps 1-3, schedule a meeting with your boss. Be considerate of your boss's existing commitments and time constraints, keeping your meeting to a defined agenda and time. The better prepared you are prior to the meeting, the more successful it will be. First, communicate to your boss your level of enthusiasm towards your job, team, and company. Tell your boss what you would like to achieve over the next few years and give him/her the list of strengths that will help you accomplish this goal along with the list of developmental objectives that will help you accelerate your progress. Next, ask for his/her opinion and feedback. What is his/her vision for your future? What does he/she see as your biggest opportunity for improvement?

Create your Development Plan and Begin to Implement

After your boss has given his/her feedback suggest that the two of you work together on creating a developmental plan. Put the plan in writing and establish milestones to assess and track your progress. Make sure the plan is focused on no more than three items so it is manageable. Ask for approval from your manager and begin to implement. If for any reason your boss is not responsive to your request, find out who else can assist you. Do you have a mentor or someone you are close to that you can ask for help? Reach out to your HR contact and set up a meeting with them to discuss your needs. Before meeting with any of these contacts remember to follow the above steps.

Follow Up

Schedule a follow-up meeting at an agreed upon time, say 6 months after you have begun work on your development plan, to ask for feedback. This way you will be able to course correct and modify your developmental goals, if necessary.

For the past 14 years, WJM has been providing executive assessment and development services to senior-level executives at hundreds of organizations. WJM's Advisorship™ service differs from what is typically thought of as "executive coaching" in that it pairs C-level clients with peers who themselves have had the many years of high-level management and direct P&L experience necessary to truly empathize with and advise these top executives. I recently had the pleasure of sharing dinner with two-C-level former WJM clients. While this was not a formal Advisorship™ assignment, it provided me the opportunity to witness the benefits of two peer-level executives interacting and advising one another.

First, some background. One executive, John (names have been changed to protect confidentiality), is the current Chairman and CEO of a publicly traded global chemical company that generates approximately $4 billion in revenue. WJM has had a long relationship with John and his organization. The other executive, Steve, is the Executive Chairman and former CEO of a specialty paper company, also with revenues of about $4 billion. I coordinated the dinner to connect two peers who could freely interact and share their experiences with one another in a comfortable and relaxed setting. After all, as we all know, it can often be lonely at the top.

On a recent late afternoon in New York City, I picked up Steve who had just concluded a meeting with a private equity firm that he works with as a senior executive consultant. During our drive, I brought him up-to-date on WJM's relationship with John's company, providing him with an overview of their business, as well as highlights of John's background. Since we arrived at the restaurant before John, I had an opportunity to further interact with Steve. I asked him a question I always like asking senior level executives: "What are the qualities that have made you successful as a senior leader over the years?" There was a slight hesitation, and then he simply stated "I have been successful because I figured out early on as a leader that I needed to create a clear vision of the future while engaging and empowering my subordinates to get us there. Many of the skilled executives, mid-level managers and individual contributors I have led are far more creative and develop better solutions than I could ever come up with. Supporting people and allowing them to do their jobs has been my greatest attribute and a proud legacy I will leave behind". Steve in those succinct sentences reinforced my understanding and definition of effective leadership.

John arrived on time and as the two executives greeted one another, I felt there was an instant connection between them, even though they had never met before. Perhaps the fact that they have had similar positions, stresses and experiences created an instant bonding as if they unspokenly acknowledged: "I understand." For the next two hours the dialogue never waivered and I witnessed the fundamental dynamics of an effective, peer-to-peer Advisorship coaching session.

There were three key discussion topics during the dinner that resonated with me:

1. There was a fast, mutual understanding between the two executives. They spoke the same language, spending considerable time discussing the commoditization of their respective industries and how they are handling and working through this tough issue. They traded thoughts regarding outsourcing certain functions to save money, the impact of globalization and their overall concern regarding the loss of manufacturing positions that may never return to the U.S.
2. The majority of the dinner conversation centered on leadership and talent management. Steve was particularly interested in learning how John back-filled his old position when he was promoted to CEO within the company. John mentioned that he inherited a strong succession and talent management process that helped identify and develop talent one to two levels down. Additionally, he mentioned his company is doing a better job rotating high potentials to different business segments, which had not been done historically. Steve commended John on his efforts and they both agreed that developing leaders is an ongoing and never-ending process. Finally, John mentioned he is encouraging his direct reports to gain exposure and experience by exploring board membership opportunities with other companies. Personally for his own development he hopes to be on an external board within the next 6 - 12 months.
3. One of the last conversation items we had was put in the form of a question. Steve asked John where he hoped the company would be within the next 5 - 7 years under his leadership. To his credit, John mentioned that he is still formulating the future vision of the company, but he did share with us that his goal is to have 80% of the products his company offers in new, less commoditized businesses. He acknowledged that a lot of work had to be done to achieve this goal, but he is confident that he has the right team in place to realize this opportunity.

While the food was sensational, the conversation and company were even better. The opportunity to spend an evening with two accomplished executives reinforced for me the benefits of an Advisor-level relationship. As I drove Steve to the airport, he shared with me one last thought. He explained that new leaders have a grace period early on, usually the first 18 months, during which they can make significant changes that will ultimately benefit the company, including the composition of the senior leadership team. After this period, it is generally assumed that the executive has the right team and strategy in place and any subsequent significant changes may be viewed with a good deal of skepticism from within and outside the company.

Reflecting back on the evening, I was struck by the instant chemistry that was established between Steve and John. Being leaders of substantial businesses is rare company and the fact they were able to share ideas and experiences with each other was invaluable to them. While it can be lonely at the top, it does not have to be.

For more information on WJM's Advisorship™ coaching and our other services please click here.

Joe Perricone, a seasoned HR consultative sales professional has joined WJM Associates as Vice President. Joe will enhance WJM's business development efforts by forming high-value partnerships with mid-sized organizations in Southern New Jersey, Pennsylvania, Delaware and Maryland.

"We have been looking to bring on the right Account Director and we are very pleased that Joe will be joining the team. Joe's experience and skills will complement our long-term strategy while working effectively to meet the growing needs our clients", says Scott Litchfield, SVP of WJM Associates.

Before joining WJM, Joe was an Account Manager for Career Systems International (CSi), a career development, retention, engagement and mentoring organization, and spent over 5 years as an Account Director with Achieve Global, a performance improvement training solutions organization. Joe received his B.A. from Widener University. Joe, his wife and three children live in Coatesville, PA.

Please join us in welcoming Joe to WJM!