When Dr. Jeffrey Canose moved up into his role as president at Texas Health Presbyterian Hospital Plano, he didn’t have to worry about healing any major ailments in the organization. He didn’t need to lead a major turnaround. And he wasn’t dealing with disgruntled employees causing problems.
Instead, his 1,600-person hospital was at the top of its game and had been recognized for such, and the culture was one of high-performance.
“Probably the single biggest challenge was coming into an organization that already had a great culture and already had a track record of many notable accomplishments and creating a burning platform for change and transformation in that kind of [environment],” Canose says. “People are already very high-performing, already have garnered a lot of regional and national recognition, but have to get prepared for a multitude of challenges that face all of us in health care, even in places that otherwise have a stellar track record for clinical excellence and customer service.”
So despite having a great organization already intact, he wanted to take it to the next level by increasing efficiency, and he did that by promoting communication, getting feedback and fostering a culture of collaboration.