This is a response to Pierre’s post found here:
Pierre’s blog post on his personal experience with a high-producing health care team is an interesting and thought-provoking read! In summary, Pierre was part of a high-producing team in health care, where the team consistently achieved the highest level of accreditation, yet upon his evaluation of the team based on the Strategic Team Review and Action Tool (STRAT) as described by Hughes, Beatty, & Dinwoodie (2014, pp. 290), the performance of the team appears to be poor in terms of strategic leadership. From your description of the team and its dysfunctional leadership, it is definitely not surprising to hear from your evaluation. But the fact the team continued producing at a high level leads me to believe there were some positive aspects that came from its leadership team. Despite leadership’s nepotism and lack of engagement of other staff members, staff turnover still remained low. From my own personal experience, success rarely happens by accident and I wonder if there some positive experiences or strategies that can be gleaned from this experience and from the previous leadership team? One of my mentors encouraged me some time ago and said, “people who are learning to be leaders will learn many different ideas and strategies as they progress but it is up to them to decide what works well for yourself”. I would personally love to hear more of Pierre’s insights on this, especially when he is now in a leadership position. It sounds like there will be quite a challenge in the future ahead for Pierre in creating a high-functioning, strategic team.
References:
Hughes, R., Beatty, K. & Dinwoodie, D. (2014). Becoming a strategic leader : your role in your organization’s enduring success. San Francisco: Jossey-Bass.
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