An emergency physician, who is a good clinician, also has an
entrepreneurial spirit. Following the mantra of business to “find a legal need
and fill it,” he decides to establish a professional group of emergency
physicians. He initially enlists the participation of several friends who are
emergency docs, and they land a couple of hospital contracts.
They provide good care in an efficient manner, and quickly build
an excellent reputation. As the head of the physician group, he recruits several
other physicians from around the country, with the lure of excellent
compensation packages and good administrative support.
100 word count
He makes a concerted effort to mentor his younger colleagues so
that they can grow in their leadership abilities.
After less than 10 years, with progressive growth of the group to
contracts with more than a hundred hospitals, the board of directors, which he
chairs, and on which sit several of the physicians he had mentored, votes him
out as President and Chairman of the Board.
- You described negatives above, but what positive thing(s) did you
learn from this worst leader?
- Based on the admittedly limited information presented in the
situation above, are there steps the group founder might have been able to take
to reduce the potential for losing his job?
- How would you counsel a subordinate who expresses hesitancy in
mentoring, out of fear of repeating a situation similar to the emergency
physician who no longer heads the organization he started?