The Best Fit

In a discussion recently with a doctor CEO setting his strategy for a complicated practice succession we reviewed each of the current associates. The doctor commented on the attributes of each younger professional and whether they had met or exceeded his written list of performance expectations. Regarding one of the doctors that had held such promise as the heir apparent for the practice the doctors said, "He is a great associate but given his decision making, more than likely a poor partner." This is was a hard observation to make. We all tend to become invested in people and our goals for them and our organization. But this doctor CEO made the hard call. The younger doctor was great at providing care but took issue with every major initiative, could not seem to connect well with several of the staff and felt he was entitled to an equity position. Given those aspects, and others, the doctor CEO was prepared to keep looking.