Goodstone Group coaches have extensive experience working with senior leaders in the healthcare industry. We have provided one-on-one leadership coaching to senior executives and coaching for teams across healthcare industries, including pharma, biotech, and healthcare delivery.
In addition, several of our coaches have served in senior executive roles in healthcare companies, including a Senior Vice President of Medical Operations at a major biotech firm and the founding CEO of one of the largest HMOs in the country.
Below are select examples of our work.
► Successful leaders who are working to become even more successful
CEO and President of a major hospital system
This highly successful administrator wanted to expand his hospital’s influence and potential patient base by strategically aligning with other hospitals in the community. The coaching focused on developing broader and more visionary behaviors and learning how to influence others in the absence of formal authority.
As the result of coaching, the administrator was able to form a network with other hospitals in the area and successfully emerged as the leader of the newly constituted hospital network.
Global Vice President /Therapeutic Area Head of large pharmaceutical company
Due to several company reorganizations, this VP had numerous new groups under his leadership. He needed to communicate a clear, distinct “leadership philosophy” and demonstrate equal treatment between existing direct reports and new ones.
His direct reports indicated that as a result of the coaching, they clearly understood the new direction, internalized new operating/management philosophies, and believed there was fair treatment for all employees.
► Leaders who are underperforming because of unproductive leadership behaviors
Senior Vice President of Quality in a large biotechnology company
This executive was struggling to achieve balance with various professional and personal demands. As a result he appeared stressed and frustrated to his colleagues. The coaching focused on helping the client deal with stress in a healthy way so that he could communicate urgency to the organization in a professional manner.
As a result of the coaching, the executive became more visibly relaxed and expert in dealing with his frustration, particularly in a public setting. He also reported his family life improved due to more discipline in balancing private life with the demands of the job.
CEO and President of a major international medical device company subsidiary
This leader was having difficulty in retaining top quality staff and keeping his employees motivated due to his unusually autocratic style. His senior staff became increasingly frustrated with his approach to management processes, business problems, and people issues. Coaching focused on helping the leader gain insights into how others perceived him.
These insights helped him modify his approach to both business and people issues in a way that made employees feel appreciated and valued, while giving them opportunities to grow. This shift helped the leader build a high functioning senior leadership team. As a result of the coaching his responsibilities were increased to incorporate other operating divisions within the parent company.
Senior Finance team of a national health care services provider
The CFO and his leadership team (~14 next-tier leaders) were about to embark on an organization-wide transformation and needed to develop the skills to lead the change. The coach designed and led a two-day leadership offsite that focused on planning for change, working as a cohesive team, and maximizing talent to be sure the right talent was in place to ensure the change was a success. The team also went through a “Constructive Conflict” assessment and skill development to build the team’s ability to address potential hurdles, and “Managing Polarities” exercise to identify opportunities for balancing and leveraging competing priorities.
The CFO and his team experienced powerful insights into both individual and team needs, strengths, and perspectives about change, while developing new skills and approaches that will serve them in leading the transformation.
Chief Compliance Officer and his team of a national healthcare company
The company was subject to a regulatory sanction and the new Chief Compliance & Legal Officer needed to rebuild his leadership team to adequately respond to the sanction requirements. In an environment where the Compliance function came under increased scrutiny, team alignment and team performance were critical in ensuring there were no further sanctions against the company. The work focused on developing effective team dynamics and creating clarity around the mission and goals of the new team. The coach used a psychometric tool to help the new leadership team understand their style differences and did follow up coaching with each of the leaders to ensure alignment.
As a result of this work, an effective oversight model was implemented at the company. This ensured timely and full compliance with the sanction and no further sanctions were issued. In addition, the work identified and reconciled conflicting views and action plans among the team. This enabled smooth and consistent compliance across multiple locations.
Senior Information Technology team of a global pharmaceutical and medical device manufacturer
The new Chief Information Officer and his senior team were preparing to execute on a global IT strategy to make the company’s technology more effective. They needed to improve both the individual and collective performance of the team members in order to increase the pace of work and ensure success. The focus of the work was to help the team members more clearly understand their roles, develop their capabilities, and improve their performance in execution, intelligently handling risk, ensuring speed in delivery, and eliminating internal competition. This was achieved through individual and team assessments as well as two customized two-day offsites.
The team gained valuable learnings through the assessments and offsites both as individuals and as a team. These learnings led to a better understanding of the new CIO’s leadership style. This in turn resulted in the faster implementation of the global strategy and a drastic improvement in the effectiveness of the company’s use of technology.