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Navigating Leadership Transitions in Healthcare

Leadership transitions are pivotal moments for any organization, requiring a thoughtful and strategic approach to ensure continuity and success. For OSF HealthCare, founded by The Sisters of the Third Order of St. Francis and headquartered in Peoria, Illinois, supporting leadership succession during a period of significant growth was a top priority. With operations spanning 16 hospitals across Illinois and Michigan and more than 24,000 Mission Partners, OSF HealthCare partnered with TLD Group to prepare for these transitions. Paul Erdahl, PhD, LP, a seasoned TLD Group executive coach and succession expert, guided this complex process to help ensure long-term leadership effectiveness.

A funny thing is happening among senior leadership teams in health systems (and other sectors as well). More and more clients are telling us that multiple members of their senior leadership teams, starting with the CEO on down, could retire if they wanted to. Then they are quick to say “But of course, no one has any immediate plans to retire,--and that’s a good thing because we really don’t have any real successors.” That statement is often followed by some nervous laughter, and maybe someone muttering “We really need to do something about a succession plan.” Then it’s usually onto the next subject.

Focus on your Talent : The Importance of Succession Management

Developing strong talent and building bench strength within an organization’s workforce enhances the financial value of an organization.¹ However, the market has been faced with a talent shortage, leaving key roles unfilled or filled with personnel not fit for the position.^2,3 This requires a strategic approach to succession management, that includes:

There’s a new war for talent upon us as organizations face both planned and unplanned retirements coming out of the pandemic. We know that those companies with formalized succession plans are better prepared to respond to the increasingly competitive landscape for recruiting new talent and retaining existing talent.  

Building a High-Performing Team in a Global Pharmaceutical Company

Leadership transitions, particularly in highly specialized industries like pharmaceuticals, can present unique challenges. When our client, a global pharmaceutical company, hired a new R&D global regulatory affairs head, they reached out to TLD Group for assimilation and team development support. The new leader chose Janet Polach, a seasoned TLD Group  leadership executive coach, to assist her in assimilating to the organization’s culture and creating a high performing team.   

In the complex and ever-changing world of healthcare, HR leaders face immense pressure to cultivate leadership that can navigate uncertainty, drive innovation, and foster resilience. Balancing these demands while managing day-to-day responsibilities can be overwhelming. That’s why many forward-thinking healthcare systems are turning to trusted partners like TLD Group to outsource their leadership development needs. Here’s why it’s a smart move for your organization:

As the year comes to a close, we’re proud to highlight some of the incredible work we’ve accomplished with our clients. From developing diverse global leaders to fostering collaboration and engagement, these success stories reflect the power of partnership and innovation in leadership development. 

Navigating Leadership Transitions in Healthcare

In today’s fast-paced healthcare landscape, leadership transitions present both opportunities and risks. With Forbes reporting that 50-70% of newly hired CEOs fail within their first 18 months, the need for strong, strategic leadership is more critical than ever. Kimberly McNally, MN, RN, BCC, Senior Consultant with TLD Group, recently partnered with a CEO of a state hospital association as she navigated the complexities of stepping into the CEO role after a long-serving predecessor.

Embracing the Future by Leading with Vision and Resilience 

2025 is poised to be a year of substantial transformation.  Policy changes resulting from a new incoming administration, new technologies reshaping the industry, and patient/consumer expectations intensifying will no doubt require leaders to lead with courage, adaptability, and focus. A clear challenge emerges for leaders: how will you rise to meet this moment?

A Catalyst for Culture Change in Organizations