Dyads and triads bring physician, nursing, and administrative leaders into partnership. At their best, they see what others miss, work through challenges together, and help each other and their teams become more effective.
But naming the partners on an organization chart doesn’t make them a team. Turning your organization’s strategy into action takes shared language, honest conversations about when to manage and when to lead, and a willingness to hold each other accountable.
Where partnerships get stuck
Partners can carry assumptions about each other’s roles or work from different priorities without knowing it. Under pressure, it’s easy to defend your own area, take control, or go along to avoid conflict.
Over time, these habits can leave partners working beside each other rather than leading together.
What we’ll work on
We’ll work with your dyads and triads on challenges they’re facing now. Together, we’ll examine how partners make decisions, support each other, and handle disagreement as we build a shared plan for each department or service line.
- Leading strategy together. We’ll turn your organization’s priorities into shared objectives for each department or service line. We’ll explore where partners need to manage operations and where they need to lead change.
- The habits of an effective partnership. We’ll work through assumptions about each other’s roles, how partners can develop and support each other, how to communicate, and when to push and when to step back.
- Working with senior leaders and their teams. We’ll clarify what senior leaders expect and what each team needs to succeed. We’ll identify which decisions partners can make together and when they need to involve senior leadership.
- A plan for the next six months. We’ll set objectives and key results, name a directly responsible individual for each, anticipate obstacles, and plan how partners will communicate. Then we’ll pressure-test the plans with peers.
We can work on a challenge the whole room shares, or each partnership can work on the challenge most important to them.
New partnerships and established ones
With new partnerships, we’ll settle the basics early: who decides what, how often to meet, and how to hold each other accountable. With established partnerships, we’ll step back from daily operations, look at what’s working and what isn’t, and reset.
What partners leave with
- A six-month plan they built together, with objectives and key results, directly responsible individuals, a communication plan, and a timeline.
- Specific habits that strengthen communication, support, and trust within the partnership.
- A network of peers facing similar challenges.
Who it’s for
Your department, division, and service-line dyads and triads, whether they’re building a new partnership or strengthening an established one.
Partners get the most from it when they attend together, are willing to have honest conversations about what’s working and what isn’t, and want a concrete plan for the next six months. We’ll tailor the program to fit your needs.
Optional monthly follow-up
The program can stand on its own, or we can continue with monthly meetings. We’ll review progress on the six-month plans, explore different perspectives, and work through challenges together.