I put a big premium on teamwork. I hate looking over shoulders, and I know that a very good leader will probably make more mistakes than hit home runs. Having the right people in the right jobs, and offering them incentives, are integral parts of Kaatz's equation for success. Then, they own a piece of the mission of the organization, and there's a sense of pride in terms of how they do their job individually as well as how they do it with their counterparts and their peers. Kaatz stresses that when a mistake in judgment is made, it's important to deal with it quickly.
Some people ignore it, though.
Kaatz measures progress and success in the workplace various ways, and takes into consideration the opinion of employees, board members and patients, as well as other factors. I think we're now at a point where we take what we've done and we benchmark it. We try to look at where we could be a little better, and we are benchmarking against ourselves more than we have in the past. When evaluating the work of employees, Kaatz says it's important to examine each person's performance in context with the entire operation. You need to do a thorough review of how the individual did within that picture and then do the same thing with the organization, then compare and contrast and talk about things that might be out of sync.