‘Speed of the leader …

… is the speed of the team.’ I heard that phrase for the first time about a year and a half ago when a young, new nursing home leader stepped into his first opportunity to run a skilled nursing facility in San Diego, CA. The opportunity was daunting … the facility was old, beaten-down, beneath a freeway overpass, across the street from a strip club, and competing with some of the best looking and operated facilities in southern california. Takers?


This guy jumped in and ‘owned’ it from day one … running fast. He modeled what he expected and later required from his staff — putting customer service/satisfaction (for residents, patients, doctors, vendors, etc.) above everything but quality care. The census and financial performance naturally followed. A year and a half later, the facility is neck-and-neck with the competition — enjoying clinical, census, and financial success like never before.

The speed of the leader is the speed of the team … is true, but only part of the story.

The speed of the leader and team are both dependent on the quality of care. What this San Diego leader and team had going for them, that many in their situation don’t, is a stellar Director of Nursing and care outcomes. That is basic and fundamental before attempting any radical transformation.

One of the secrets to their success was the personal attention the leader gives to doctor relationships. He, along with his team, work hard to convince skeptical doctors to send them a patient to ‘prove’ the hype is not hype, but true. Once that doctor’s patient arrives, her satisfaction becomes priority #1 which leads to a changed reputation for the facility … 1 MD at a a time.

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