Amy Jensen – Senior Partner
An Interim leader is an expert in a service line (or multiple services lines) who is brought into an organization to solve urgent leadership needs on an temporary basis. These seasoned Nursing leaders travel around the United States bringing stability, change management, and process improvement to each assignment they take on and are an invaluable addition to any hospital’s leadership team.
The Webinar below will give you an introduction to Interim leadership and educate you on the process of becoming an Interim leader. Please take a few minutes to watch our webinar and if you have questions after viewing the webinar please reach out to Amy Jensen or Alison Holland directly.
Document – How to Create Achievement Spotlights – How to create your own Achievement Spotlight for hiring authorities for Interim assignments. This bit of information is a proven, valuable tool for hiring authorities to see your 5-7 strengths and accomplishments.
Enhanced Nurse Licensure Compact (eNLC) -Enhanced Nurse Licensure Compact (eNLC) – If you are living in a compact state and have a current license there have been some positive enhancements implemented as of 1/19/18.
Our practice has been working with this hospital for the past 18 months. We placed the CNO there over a year ago. Within 4 months of starting her position as CNO, she realized that the Surgical Services department was not meeting the expectations and Mission of the System or the Hospital. She was able to determine that evaluations across the entire Surgical Services department had been backed up for 10 months needed to be done. don’t understand this sentence) Deep-seeded issues with key staff needed to be addressed. Managers needed to be hired. Union contracts had been in mediation for 10 months. The department needed a Leader who was a Change Agent to come in and provide stability.
We recognize candidates and clients have choices. It’s a responsibility we take seriously.
‘Our Interims through The HealthCare Initiative have represented themselves as part of our organization, not as an ‘interim consultant’. They have been excellent role models for our current leaders. Rather than joining in the complaining and resisting changes, they chose to raise others up.’
– CNO/Hiring Authority
‘When I work with your firm I know you are putting me in a position where I will be able to have the trust and support of the people I’m working with. The organization’s wants and needs are clearly established on the initial interview and followed up on throughout the assignment.’
– Interim Leader
The CNO, who has worked with us as a candidate and as a client in a previous search, chose to reach out to The HealthCare Initiative to find an Interim Surgical Services Director. She was seeking an Interim Surgical Services director who could provide stability, evaluate the immediate needs, assess the staff, make process improvements and be the change agent for the entire department all while the search for a permanent leader was in full swing. The Healthcare Initiative is focused on finding the right candidate for the right hospital at the right point in time. The CNO knew we could deliver the type of person she needed.
‘I know YOU understand the Interims coming here need to be experienced and industry experts in their roles. They are able to quickly assess the operations of the units, determine areas of weaknesses and improvements needed, and engage others in implementing the process improvements’.
– CNO/Hiring Authority
Our practice here at The Healthcare Initiative went to work scouring the United States and within 3 days had three Interim Nursing leaders for Maria to Interview after they had been fully vetted. The CNO chose to hire a seasoned, change agent INTERIM Leader who was willing to step into this INTERIM assignment for a period of 12 months. We are now at the 6 -month mark and see evidence that she is turning the department around. She herself has now brought in three more Surgical Interim leaders for other areas of the department that were lacking. The evaluations are done. Staffing issues have been addressed. She also has stepped in to help with Union negotiations with the CNO.
‘For the first 30 days I began to build the trust of the staff (overall culture). By day 30, I could tell what their core measures were and began qualifying what the issues are. By month 2 we started to see change. We are now seeing the trends going upward. By the time I leave, they will love me and want me to stay. However, from day one I gave the message that ‘together we will improve so when the permanent person comes in upward momentum will continue.’
– Interim Leader
This CNO would be the first to tell you it has been money well spent. In this case, this hospital is beginning to see the fruits of a good Interim and have become a believer in the groundwork/hardwiring they can provide. She has asked again for a several additional Interims to develop NEW programs within the hospital that will be key to their future success.
If this Case Study has resonated with you and you and/or your organization
are experiencing similar challenges either with Interim or Permanent positions, please call. We’ve done good work with this CNO and would like to do the same for you.
-Amy Jensen, Sr. Managing Partner, The HealthCare Initiative
1. Restructure/Re-organization: Sometimes a 3rd party, outside professional perspective may help identify necessary changes and allow that person to make the hard decisions to help set up a “clean slate” for the new permanent leader. This may be a good time for an overhaul and to bring in someone who can do an operational assessment”.
2. Keep the ship from sinking: An Interim leader can help maintain and prevent key initiatives/momentum from slipping. When the average time to fill a permanent hospital leadership position is 8-16 weeks an Interim can certainly make all the difference between “steady eddy” and “the Titanic”.
3. Limit the chances for a mis-hire: There are studies that have claimed the cost of a leadership mis-hire is anywhere from 15-24 times the person’s annual salary. With that type of cost/consequence on the line, an Interim leader can allow the organization to slow the interview/recruitment process down and take its time to properly vet candidates while not losing productivity internally.
4. Change Management: More often than not, a decision to bring on an Interim is based around the need for some serious change management. A good Interim leader can come in, assess the issues, identify a few ‘simple wins’, and begin the tenuous work of hard-wiring other change for the long-term. Since the Interim leaders have been on the front lines and involved with the daily activities of the department they are often the best equipped to help find the right permanent leader that will carry on the work that has been done and meet the needs of the position.
For 44 years, The HealthCare Initiative has specialized in Interim and Executive Leadership Recruitment. Our team leads the Mountain & Pacific NW Region recruitment specifically. Our average time to present an Interim leadership candidate is 3-5 days with the selected candidate ready to start within 7- 10 business days.
Please let us know how we can assist you and your leadership team.
Sr. Managing Partner
(303)-799-8188, ext 123
(303) 799-8188, ext 114
Meanwhile the staff is getting anxious and acting out. And the manager/director who is covering the department is showing signs of exhaustion. Is there an end in sight? Does this sound familiar?
We have been doing Executive Search recruiting for 11 years now and have placed around 275 nurse leaders and executives. The situation described above is one we are hearing a lot of this year. We’ve been scratching our heads – why is this happening so often? And how can we provide a solution?
The solution we have developed is the “Exclusive Search” model. Check it out and give our team a quick call. It is working for our other clients. Maybe it would for you too.
Exclusive Search Benefits:
I have a sneaking suspicion you will find out you are not alone and can soon ‘see a light at the end of the tunnel’.
Amy Jensen, Senior Managing Partner
Alison Holland, Executive Recruiter