How to Optimize Your Leadership Team

Cut through role confusion in a family business and build a high-performance team and unleash the collective potential your top managers.

March 19, 2024
From Transaction to Transition: Part 3 – Using Leadership Transitions to Strengthen Culture

This third installment focuses on how leadership transitions can advance an organization’s culture. We close by presenting a framework to help organize what we believe are the central elements of a successful leadership transition roadmap.


Published in Wharton Healthcare Quarterly, Fall 2023, Vol 12, No. 4.

February 27, 2024
Making the Case: Why Should Employee Development Be a Priority for Healthcare?

Employee development is a core responsibility of any healthcare organization. Instead of asking the question: What happens if we invest in our employees, and they leave? Ask: What happens if we invest in our employees, and they stay?

January 31, 2024
Chapter 10: Building the New Management Team

Chapter 10 from Making Leadership Change by Thomas N. Gilmore

October 19, 2023
Accelerating Systemness Through Shared Vision and Culture

Jennifer Tomasik, Rosa Colon-Kolacko, and Brooke Tyson Hynes

October 11, 2023
Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions

Part 2 in the Wharton Healthcare Quarterly “From Transaction to Transition” Series

September 6, 2023
Briefing Note: Board-Staff Dynamics and Natural Entry Points for ConnectionJuly 18, 2023
From Transaction to Transition: Part 1 – The Important Role of Strategy in Leadership Positions

Part 1 in a series that explores how organizations can leverage moments of leadership transition to advance their purpose and take advantage of the strategic, cultural, and organizational opportunities inherent to integrating new leaders. In this article, we focus on the value of establishing a Transition Committee, and the ways that leadership transitions can both inform and be informed by strategic thinking. Subsequent entries in the series will unpack issues related to cultural and organizational

May 23, 2023
Briefing Note: Strategic Planning versus Strategy MakingMay 18, 2023
Organizational Learning and the Leadership Skill of Time Travel

We have looked at how leaders can travel into the past to identify and pull forward essential aspects to the organization’s continued identity. In the present, leaders need to encourage followers to be vigilant for the immanent future. We have set forth both the method and power of traveling to some future time and constructing a plausible narrative to link up the present with that future. All these journeys are in the service of people in the present being able to make high quality, committed choices that work with the complexity rather than flee it.

March 7, 2023
Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

Organizations managing leadership transitions for continuity begin by addressing the interdependent transition issues that impact success.

March 6, 2023
Governance Refresh for the Future

Published in Wharton Healthcare Quarterly, Winter 2023, Vol 12, No 1

February 23, 2023
Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

Published in the July/August 2022 issue of Family Business Magazine

October 25, 2022
Tapping the Potential of Healthcare’s Workforce Crisis

In a previous article we introduced three guiding principles: (1) slowing down to speed up, (2) leveraging the power of stuck, and (3) using resistance as feedback. In this article, we expand on these principles to create systemic value from the fragile current state of the healthcare workforce.


August 10, 2022
The Workforce Crisis is an Unignorable Moment for Healthcare

When confronting an unignorable moment like the workforce crisis, healthcare leaders might feel stuck within a complex dilemma without clear solutions. Carey Gallagher and Jason Pradarelli share three guiding principles for leaders to address this unignorable moment in healthcare.

May 10, 2022
The Value of Coaching in Academic Medicine

A look at the barriers and benefits in utilizing coaching as a way to support healthcare leaders at various stages of development.

March 24, 2022
Affirming Post-Acute Leadership

Top executives of post-acute organizations are fielding clear signals that their people are depleted.
There are ways to respond to these signals that will foster a reset and redirection toward future strategy. In this article we share steps to advance those aims.

November 23, 2021
Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

CFAR recently convened a diverse group of 19 leading CEOs from a wide range of associations to come together and discuss both the current challenges and opportunities in this disruptive time, as well as the variety of shifts impacting their members and fields. The discussion proved to be a rich one, both about the present and the future. Associations have been hit hard by COVID, as national and regional gatherings have gone virtual, membership numbers are in decline, and challenges to traditional value propositions have arisen. Associations play a vital role in the industries they serve and in the larger economy, particularly in healthcare, where they are leading voices in influencing policy, supporting research, and advocating for their professions.

Our discussion focused on three critical, interconnected areas in the business of associations—rethinking association business models given recent disruptions, creating the culture and conditions to be truly diverse and inclusive organizations, and engaging boards for greatest impact.

November 1, 2021
Calibrating Culture for a Healthcare Merger

In any merger, each partner brings its own history, culture, and approach to getting work done. And in healthcare, the local environment plays a critical role in shaping success, even as organizations merge to increase market share and to strengthen population health-based models. Cultural gaps between partners can derail success. On the other hand,
if done right, the work of creating cultural alignment can be the source of powerful innovation in a merger.

So, what does it mean to create value from understanding culture in these mergers and acquisitions?

CFAR recently helped two healthcare systems poised to merge assess their cultural fit. Together, they aspired to develop a leading-edge model of value-based care to serve populations as both a payor and a provider of care. And yet, their cultures differed in significant ways.

November 1, 2021
Opportunities Within “Adaptive Recovery”

The notion of adaptive recovery from COVID-19 sets the stage for gaining a deeper understanding of the shifts your organization is making and how you can play a part in advancing toward the new future.

July 1, 2021
What Leaders Can Learn from Feeling Like a “Middle”

When a health system is led by a Top who can set strategic direction while taking a Middle’s perspective when needed, strategies become behaviors quickly, individuals see the power of their contribution to the whole, and results are faster, and they last.

July 1, 2021
Strategic Alignment for New Initiatives

Launching a “new” initiative, no matter the scope, is exciting — and can quickly become frustrating if it fails to live up to aspirations. Getting it close to right the first time through and identifying and incorporating stakeholder interests helps systems learn how to stand up new initiatives without losing time, traction, or other key resources.

July 1, 2021
Family Meetings Move Online

A key facet of both business and family engagement, naturally, is meeting face to face; however, the reality of COVID-19 dictates that doing so in-person is largely not worth the risk. As a result, families have had to get creative in order to maintain connection with one another. Virtual meetings have become ubiquitous—hosted on Zoom, WebEx, etc.—but do these technologies support the same kind of connection as an in-person gathering? Do virtual meetings provide a safe and viable alternative to in-person meetings?

May 17, 2021
What Doesn’t Show Up on the Bottom Line Counts

To be a “best company” you need to incorporate both the hard and the soft.

April 14, 2021
The Gold Medal

What attributes must a company have to earn a gold medal for Best Place to Work? Our experience indicates three interdependent factors contribute to the strong working alliance necessary to make a company “the best”: the individual, the team, and the company.

April 14, 2021
Riding the Tiger: Preventing Company Leaders From Failing

When leaders become infatuated with their own self-worth, they stop listening. They eliminate dissenting voices. And they cocoon themselves into believing they have all the answers. That’s a road map to disaster. And it inevitably fails.

To minimize failure — to keep control of the tiger and have both the power and choice to dismount — leaders should adhere to some important fundamentals.

April 14, 2021
Effective Business Leaders Know Change is a Constant

Change is a constant. We talk with business leaders to find out how they manage change and find opportunities .

April 14, 2021
Business and Community: A Valued Partnership

Why do business leaders devote time and capital to not‐for‐profit activities? What challenges do they face working with community organizations? And what have they learned through their experiences?

We posed these questions to a number of community leaders – those who work full time in their business and graft on additional time to serve their community.

April 14, 2021
Building Relationships Boosts Company Morale

There are a number of companies that have capitalized on the transformation of work styles and work structures. How they develop a competitive edge by dedicating themselves to forming strong relationships with their customers and vendors.

April 14, 2021
One Hundred Years and Still Rising

There is indeed something to be learned about greatness from companies that have survived 100 years or more. What is it about companies that have reached or surpassed the century mark that provide lessons to businesses that seek to be a best place to work? Here’s just one example, followed by some thoughts to guide “younger” companies in their quest to be great places to work.

April 14, 2021
“Creating Pull” for Patient Ownership of Care

Strategies for “creating pull” — identifying what will make changing behavior easier for people, which helps put changes in place.

February 10, 2021
Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

A follow up to our series on interprofessional collaboration in healthcare

February 9, 2021
Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

The final article in a series of four about actionable practices for effective interprofessional collaboration in healthcare.

February 9, 2021
Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

The third in a series of four about actionable practices for effective interprofessional collaboration.

February 9, 2021
Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

This article is the second of four about actionable practices for effective interprofessional collaboration in healthcare.

February 9, 2021
Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

This is the introduction to a series of four articles about actionable practices for effective interprofessional collaboration in healthcare.

February 9, 2021
Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

The third in a series of four articles about working towards being a “superconducting organization,” where results come faster and are sustainable.

February 9, 2021
Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

This is the second in a series of four articles about working toward being a “superconducting organization,” where results come faster and they last. In this article, we detail one of the levers that can help build this kind of organization, Leading Leaders.

February 9, 2021
A Roadmap for “Superconducting” Healthcare Organizations – Part 1

We find ourselves at a time when the profile of the healthcare industry is transforming, the rules of the game are changing, and the way people bring themselves to work is evolving — how do leaders need to adapt to help their organizations thrive and benefit the communities they serve?

February 9, 2021
Part 3: From Patient to Partner – Making Room for the New Provider Role

The third in a series of three articles about engaging patients in population health management.

February 2, 2021
Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

The second in a series of three articles about engaging patients in population health management.

February 2, 2021
From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

The first in a series of three articles about engaging patients in population health management, exploring ways in which providers can foster collaboration with patients in care management and the questions this work raises for the identity of providers in the future.

February 2, 2021
Build a Family Social Contract That Will Strengthen SuccessionJanuary 6, 2021
Matching Donor Interests with Problem-Centered Academic ProgramsNovember 18, 2020
Developing a Shared Language for Shared Work — Collaboration in Interprofessional TeamsNovember 18, 2020
The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in HealthcareNovember 18, 2020
Where is the “I” in Team? Why Collaboration Matters in HealthcareNovember 18, 2020
Creating Value Together—Collaboration Between Physicians and AdministratorsNovember 18, 2020
Joint Ventures: A Fast-Track Strategy for GrowthNovember 18, 2020
Family Firm Institute — Interview with a Founder: DrozdowNovember 18, 2020
Learning From the CrisisNovember 17, 2020
Briefing Note: Action Learning—Improving Organizational Performance through Team LearningNovember 5, 2020
Briefing Note: Strategy Planning vs Strategy MakingNovember 5, 2020
Differences A Day Can MakeNovember 3, 2020
Culture as a Strategic Asset in HealthcareNovember 2, 2020
Propulsion: Turning Strategy Into Action Quickly – Part 4

The final piece in a series of four articles about working toward being a “superconducting organization,” in which desired results come faster — and they last.

November 2, 2020
Pointers for Leaders in the PandemicNovember 2, 2020
Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective StrategyNovember 2, 2020
Lessons from the Field: Promising Interprofessional Collaboration PracticesNovember 2, 2020
The Artful Work of GovernanceNovember 2, 2020
The Challenges of Strategy and Leadership in Higher EducationNovember 2, 2020
The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare EnvironmentsNovember 2, 2020
The Importance of Linking Leadership Succession, Strategy, and GovernanceNovember 2, 2020
The Power of Negotiating in a Family-Owned BusinessNovember 2, 2020
The Power of “Small Leadership”November 2, 2020
Leading in a Virtual RealityNovember 2, 2020
Managing in the New Team Environment – IntroductionNovember 2, 2020
Making A Leadership Change – Part 1 OverviewNovember 2, 2020
Creating Systemness: Eight Practices to Make Integration WorkNovember 2, 2020
Creating a Culture of Value – Part 1November 2, 2020
Coaching 2.0November 2, 2020
Mindfulness and Executive EducationOctober 28, 2020
Ideas in Philanthropic Field BuildingOctober 23, 2020
Developing HealthCare LeadersOctober 23, 2020
Developing Leaders in Turbulent TimesOctober 23, 2020
Realizing SystemnessOctober 23, 2020
Creating Sustainable Change Through BackcastingOctober 23, 2020
Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2October 23, 2020
Childrens Reactions StressOctober 23, 2020
Transitions in Large Group ProcessesOctober 23, 2020
The Softer Side GovernanceOctober 23, 2020
What is Continuity

Published in Family Business Review, December 1998, Vol 11, No 4

October 23, 2020
Imagined ConversationOctober 23, 2020
Family Enterprise as a Global FieldOctober 23, 2020
Avoiding Governance CreepOctober 23, 2020
CORE CollectionOctober 22, 2020
How to Face Philanthopy’s Hardest QuestionOctober 22, 2020
Moment You Can’t Ignore – IntroductionOctober 22, 2020
How to Manage Behind the Scenes Power PlayersOctober 22, 2020
The Weakness of Strong Leaders: Crowding Out Space for Collective PurposeOctober 21, 2020
Beyond Structure: Planning for a Future – and a Family – You Can’t PredictOctober 21, 2020