January 18, 2018

The Incredible Secret to Mayo Clinic's Success

I was surprised and impressed by an article written by Mayo Clinic CEO John Noseworthy about the most important development to come out of the Clinic. I would have expected a world class hospital to emphasize its research output, or maybe the clinical expertise of their doctors. Instead, Noseworthy wrote about the importance of group practice of medicine. Here’s an excerpt:

 

This philosophy—that teamwork creates the best solutions—remains true. In an increasingly interdependent world, boundaries blur between nation-states and within industrial sectors, and action in one area affects the others. Consider, for instance, Alzheimer’s disease and the opioid epidemic in the U.S. These aren’t health-care problems alone; they pose an enormous socioeconomic burden.

As society addresses these and other health-care dilemmas… health-care providers have a responsibility to reach far beyond organizational boundaries to form partnerships that will enable significant progress.

[…]

It’s clear that collaboration compounds the return on our innovation investments, and our common work has greater impact. We must strengthen this commitment to teamwork across sectors and in public-private partnerships, keeping our eye on the patient—who must always remain at the center of our efforts. The cost of inaction is too high, especially for the most vulnerable. The only way forward is together.

 

Here, the CEO of arguably the #1 hospital in the country looks for something not covered in the MCATs or found in medical school rankings to measure success. He’s not saying the Mayo Clinic accomplishes great things because they’re at the top of their class – he says they’re successful because the team knows how to collaborate and bring people together to execute. 

At TSP, we see all the time how the most vital part of a particular role is something you cannot read on a resume. It’s the hospital saying, “I know you can do surgery, but can you do it here, the way we need you to?”

It’s about behaviors – ​how something is done and not just what people are doing. This is why we suggest a competency based approach to selection, retention and succession planning. By identifying those behaviors up-front and developing a personalized selection process, you can test for environmental differences and know you are selecting the right fit.

So often, organizations are focused on wanting to hire individuals with a particular degree or experience working for a competitor. Noseworthy realizes there are more pieces to the puzzle. 

 

Want to learn more about our competency based approach to selection, retention and succession planning? Let’s chat.

Tags: I/O psych, consulting & assessment, culture

Author
Marc Prine PhD

Marc is a Director in the Consulting & Assessment practice at Taylor Strategy Partners where he works with clients on improving their performance by using data to better select and develop their people. Dr. Prine earned his Ph.D. in Business Psychology from The Chicago School of Professional Psychology, M.A. from West Chester University of Pennsylvania, and undergraduate degree from Temple University. He is an adjunct professor in statistics and his work has been published in Forbes and FastCompany. In his spare time, Marc can be found looking for golf balls in tall grass, yelling as if the players on his fantasy team can hear him through the television or doing his best Andrew Zimmer impression and trying the most interesting thing on a menu.

 

 

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