Your physician leaders are at the apex of great industry change, of each and every patient experience and the future leadership of your organization. So how can you help them navigate roles that are becoming more challenging in organizational structures blossoming with complexity? We’ve compiled data from four different studies that looks at what health care leaders are facing, what they say would make the greatest difference—and the key leadership differentiators for organizational success.

1. Nine Game Changing Stats
for Today’s Physician Leader
Examine the Health of Your Leadership
1 2 3 4 5 6 7 8 9
9

2. Nine Game Changing Stats for Today’s Physician Leader
Examine the Health of Your Leadership
1 2 3 4 5 6 7 8 9
Your physician leaders are at the apex of great industry change, of each and
every patient experience and the future leadership of your organization.
So how can you help them navigate roles that are becoming more challenging
in organizational structures blossoming with complexity?
We’ve compiled data from four different studies that looks at what health care
leaders are facing, what they say would make the greatest difference—and the
key leadership differentiators for organizational success.

3. Change Sets the Agenda
Health care leaders feel the impact of change and are
looking for the skills to manage it.
1 2 3 4 5 6 7 8 9
1
Highest Highs, Lowest Lows, 2012
Driving and managing change
Executing organizational strategy
Building customer satisfaction and loyalty
Identifying and developing future talent
Coaching and developing others
Making difficult decisions
Fostering creativity and innovation
Improving employee engagement
63%
52%
34%
37%
32%
28%
29%
38%
29%
36%
28%
23%
26%
28%
25%
24%
Health Care
Other U.S.

4. Culture Fit a Top Priority
As physician leaders hire, examining motivational and culture
fit is critical for building a successful team.
3 4 5 6 7 8 9
2 63% 60%
53%
46%
34%
17%
Culture fit Patient
focus
Clinical skills Team
orientation
Education Residency
evaluations
1 2
HR Responses to importance of these criteria.
HR in a Tug O’ War with Talent, 2011/2012

5. 8 9
3
Leadership Acceleration isn’t
Being Adopted Fast Enough
It’s about more than development needed today—it’s also where
the organization and the role are headed tomorrow.
3 4 5 6 71 2
Highest Highs, Lowest Lows, 2012
35%
Number of organizations that
have an effective development
system for frontline, mid-level,
or senior leadership.

6. Your Future CMO is Hidden
in Your Organization
3 4 5 6 7 8 9
4
1 2
Only 1 in 4 organizations have a process for growing
high potentials. Identifying and developing individuals is a
requirement for a healthy bench across all leadership roles.
Highest Highs, Lowest Lows, 2012

7. Better Leaders Can Create a
Better Patient Experience
HCAHPS Study, 2011
3 4 5 6 7 8 9
5
1 2
There was a parallel between hospitals in the top tier of
HCAHPS scores and those who had the highest leader quality.
High or Very High
Very Low or Low
40%
16%
21%
45%
% of hospitals in top tier of all HCAHPS scores
% of hospitals in bottom tier of all HCAHPS scores

8. (not so) EFFECTIVE LEADERSHIP SUCCESSION
Bench Strength Confidence Low
Only 10 percent of HC organizations felt they were successful
in succession—staggering when you consider retirements and
changes across the industry.
1 2 3 4 5 6 7 8 9
6
10%
19%
Health Care
Other U.S.
Highest Highs, Lowest Lows, 2012

9. The climb up the ladder may create negative emotions due to
change in role and expectations. These feelings are even more
acute for health care leaders.
Leaders Face Mixed Emotions
Over Transitions
DDI Leadership Transitions Data
of health care leader respondents, 2013
1 2 3 4 5 6 7 8 9
7
29%
71% Frustrated, anxious
and uncertain
Confident, excited,
and proud

10. 34%
business
acumen
39%
financial
acumen
39%
ability
to drive
change
42%
ability
to coach
others
44%
ability to
deal with
complexity/
ambiguity
Promotions Requires More
than a Larger Paycheck
Health care leaders said these skills would have helped them
make a more successful transition.
1 2 3 4 5 6 9
8
DDI Leadership Transitions Data
of health care leader respondents, 2013
7 8

11. There is a wide gap between the top tier HCAHPS scores
and the bottom tier when it comes to management culture.
Management Culture Trickles
Down to Patient Satisfaction
1 2 3 4 5 6 7 8 9
9
HCAHPS Study, 2011
Power and influence held by those who value innovation and change
Employees/leaders have the opportunity to innovate/create
Status & influence is based on ability to lead, contributions,
& performance
We have open, vigorous, and uncensored discussions around strategy
and key business decisions
We balance our focus on growth with a commitment
to sustainability and socially significant goals
Organizational structure is fluid, flexible, and nimble
81%
59%
56%
36%
67%
47%
40%
22%
78%
61%
51%
34%
% of leaders in top-tier hospitals who agree with statement
% of leaders in bottom-tier hospitals who agree with statement

12. Nine Game Changing Stats
for Today’s Physician Leader
Sources
1 2 3 4 5 6 7 8 9
9 Highest Highs, Lowest Lows: Health Care Industry Highlights 2012
Taken from a segment of DDI’s Global Leadership Forecast 2011, of 67 HR professionals
and 756 leaders in U.S. health care organizations.
Driving Health Care Patient Satisfaction (HCAHPS) Through Talent Management
Practices, 2011
Data from HCAHPS scores for the 47 hospitals that participated in DDI’s Leadership Forecast
along with responses from those organizations on their leadership programs.
HR in a “Tug o’ War” with Talent - 2011/2012 Selection Trends in Health Care
Data includes responses from 528 people who are currently employed by or seeking a job
with a health care organization and 110 HR professionals who are currently employed in a
health care organization.
DDI’s Leadership Transitions Data, 2013
Data from 41 U.S. health care leaders (slice of total leader responses of 577) who have made
a leadership transition in the last 3 years.