William T. Sugg shares how healthcare leaders can help employees focus on merger benefits and the organization’s future.
The healthcare industry is constantly experiencing change, and a recent national trend shows that independent hospitals have been consolidating. Hospitals must put together various approaches to adapt and overcome since the recent surge in merger and acquisition activity shows no sign of slowing down anytime soon. The pressure to increase service quality while reducing costs continues to rise, meaning some healthcare organizations just won’t be able to stand alone.
William T. Sugg, a healthcare executive with more than 25 years of experience in the industry, understands the difficult challenges that lie ahead for these organizations. He shares key tips to manage a successful hospital merger.
Over-Communicate
Management must create a formal communications plan, providing employees, stakeholders, and the public with as much transparency as possible. William T. Sugg believes updates should be given frequently and consistently to ensure a smooth transition. Leaders should routinely communicate both internally and externally with community members, crafting specific messages for different groups.
Unfortunately, uncertainty and fear are natural emotions that will be expressed by all those involved. William T. Sugg explains that with a successful communication plan, management can focus on the organization’s main goals and the benefits that will arise. Everyone wants to know how the merger will affect them personally, and clarity will bring with it an internal consensus for change.
Blend Workplace Culture
Management should have an excellent understanding of the workplace cultures from both organizations. William T. Sugg explains that culture is a combination of beliefs, norms, values, organizational style, communication methods, and more. By evaluating both organizations, leaders can take the best of each and use it to leverage an even better-combined organization.
Too often are organizational similarities and differences ignored in the early stages of mergers and acquisitions. By making workplace culture a priority from the beginning, leaders can identify areas of potential incompatibility and draft a plan to solve the issue before it even arises. William T. Sugg suggests that planning ahead can help to build a new, strong culture despite all the change.
About William T. Sugg
Throughout his management career, William T. Sugg, also known as Bill, has worked through almost every major crisis possible in a hospital setting, including deadly tornadoes, floods, fires, scandals and rebuilding the 17th most beautiful hospital in the United States. His leadership style is approachable, transparent, and people-centered. William T. Sugg believes in a strong teamwork culture that promotes respect, trust, commitment, and dedication to goals and values.
