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LinkedIn RSS  How Leaders Evaluate Leaders  Philip Betbeze, for
HealthLeaders Media, December 4, 2012  He keeps goals big in
scope but few in number. For instance, he and his group agreed
to meet one performance objective for the group around
readmissions.  "All 11 agreed and all would be responsible for
some piece, which forced them to have conversations among each
other."  He argues that senior leaders need to create "stretch"
metrics that subordinates don't hit every year. When they don't
hit them, they also need to know you're not planning on firing
them. He says while clinical people have some transformation of
work practices, to deal with that can be quite challenging; it's
the administrative staff that has the toughest bridge to cross
as healthcare incorporates vast changes.  "The leaders under the
most pressure are traditional C-suite people because they cannot
achieve anymore w