A healthcare organization had contracted one of its key roles to an extremely talented and highly conscientious individual. The young man was a rare find — highly capable, professional in his interactions with supervisors and exceptionally good at his job. These same traits, however, were often problematic for internal peer employees. The young man’s high standards made his brisk and uncompromising when he believed that others were not performing to this level.

Goals of the Engagement

Pi³™ Assessment Process

The employee’s strengths assessed and mapped against the company’s critical job needs for the position using the Performance Impact™ assessment tools.

Findings

We found significant gaps in both the employee's self-perceptions of strengths vs. his innate abilities as well as critical gaps in the perceptions of key performance outcomes needed for the position.

Recommendations

•   Help the employee develop a contract business mind-set so that the hospital staff was viewed as                      customers and suppliers versus co-workers.

• Formally measure how well the contract business is doing at fulfilling its contractual obligations to its custom

Formally measure how well the hospital is meeting its contractual obligations, and meet monthly with                           the department head to share concerns and recommendations.

 Results

The hospital CEO commented “I don’t know what you did, but I’ve never seen such a dramatic turnaround. I thought for sure we would end up firing him”.

Essentially, we were able to use this employee’s strength of pride and professionalism in his job to re-focus his definition of excellence to his own performance. This allowed him to quit reacting inappropriately to his perceptions that his “co-workers” weren’t performing to his level of satisfaction. This essentially elevated his reactions as one entity working with another to address issues versus emotional, in-the-moment reactions.

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