Lead in Challenging Times
It Requires Uncommon Focus, Creativity and Discipline
by David Gentile, President/CEO, Blue Cross and Blue Shield of Kansas City
Needless to say, passage of the 2010 Patients Protection and Affordable Care Act sparked a passionate and ongoing national discussion about, among other things, the role of government in health care. Although the Supreme Court will hear arguments in March and render an opinion in advance of the fall election cycle, the debate likely will rage on for some time to come. Meanwhile, executives in health care and other businesses are facing tremendous challenges triggered by the sea of issues and pending regulations written to ensure compliance with the health-care reforms by 2014. This environment of unprecedented change, challenge and uncertainty requires an uncommon focus, creativity and discipline from leaders charged with navigating their organizations through the turbulence.
FOCUS
In this environment, it is critical to stay grounded in the mission, vision and values of your organization, so that those principles serve as a source of strength and compass for your leadership team and employees as they grapple with change. It is also important to accurately assess strategic, market, financial and operational risks so that “no regret” strategies can be developed and deployed to achieve success, despite the challenges. In doing so, however, leaders must stay vigilant to avoid the lure of inertia that tugs at even the strongest leaders who can unwittingly “become victims of past success” and/or underestimate—or overestimate—the degree to which their performance and business functions must adjust.
CREATIVITY
Once “no regret” strategies are developed, it is imperative to ensure that appropriate adjustments in organizational structure and performance management systems are made to effectively implement key initiatives. As these changes are made, leaders must have clearly defined responsibility, authority and accountability, as well as appropriate incentives aligned with stated outcomes. In areas where talent or expertise gaps exist, internal reassignment or external recruitment of accomplished and diverse professionals will serve as a catalyst for creative problem-solving. However, to fully capitalize on investments in new talent, current leaders must foster a culture that gives license to the challenging of assumptions and existing business practices.
DISCIPLINE
Do not lose sight of the here and now—continue to both serve your customers well and innovate with existing and new partners to create greater value. Concurrently, communicate the context, purpose, expected outcomes and results of key strategies and initiatives with clarity and regularity to key audiences, while being transparent about successes and setbacks. Because plans must change when the facts change, well-understood decision-making processes must be established and refined to ensure relevant, timely and accurate information is channeled to the right decision-maker(s) so that appropriate action can be taken to stay on track and achieve success. 
