Every issue of Spectrum , Rick Wade presents a scenario much like one you might encounter in your own organization and ask how you would handle it. Readers are invited to respond on the click poll to the left. Rick, who is formerly senior vice president for strategic communications at the American Hospital Association, works with hospital and health system leaders who are coping with change, innovation, or crisis.

When You Know Something Your Boss Doesn’t

You are the happiest person you know. You have your dream job. For two years you’ve been the communications VP at a prestigious academic medical center. The CEO, when you see him, seems to know you and appreciates your work. The Dean has taken a shine to you … has asked you to help with some special projects and likes your work. Despite turmoil at the senior management level, you’ve survived. 

Last year, a new executive VP for operations with a reputation for bringing in his own team was hired “to shake things up.” After a bumpy start, there’s mutual respect between the two of you. He can be explosive, but you’ve learned that keeping him “in the loop” and “no surprises” are the keys.

One afternoon, you are summoned to the Dean’s office. The medical center is about to enter merger negotiations with a major health system in the state. Because so many communications issues will be critical to the outcome, you are being asked to “sit at the merger table” to provide communications guidance and strategies. An outside consultant was considered, but the Dean believes you are up to the task. The talks may take several months and will be held in complete secrecy. You must sign a confidentiality agreement and can tell no one about your involvement. Only you, the board chair, the CEO, the CFO, legal counsel, and a merger consultant will join the Dean “on the team.” 

Flabbergasted, flattered, and flushed with excitement, you sign the agreement and thank the Dean for her confidence in you. At the door, she emphasizes again: “I cannot tell you the importance of complete secrecy in this matter. This must not fail. If we pull it off, it will be the most important healthcare news in this state in a century!”

After work, you go to a nearby bar to celebrate—alone, because you can’t tell anyone about this terrific validation of your professional status. After that second glass of merlot, reality sets in. What about your temperamental boss? How can you accept this assignment from the Dean without his knowing? How will you handle yourself at your monthly performance review meetings? What will happen when the boss finds out he was “out of the loop” and you were in? Surely, they want you to tell your boss. It must be an oversight … or is it?

It's your dream job. Now what?  

Solution to The Tightrope Walker
Spectrum July/August 2010

The scenario:
A tertiary care hospital has merged with a smaller hospital, and the CEO has ordered the VP for public relations to plan and launch a strategic rebranding campaign by the end of the year. But some long-term employees are cautioning the VP to go slow to give the community a chance to get used to the merger. What should the VP do?

Rick Wade says:
This professional is in a tough spot. The CEO has given an order, not asked for advice. Yet a good communications/marketing leader should be a counselor to the CEO, not just an implementer. What’s more, branding done wrong could be a calamity.

A majority (71 percent) of Spectrum readers said go for it … and they may well be right. But don’t you owe the CEO the other side of the coin and the downside potential?

A special shout-out to veteran communications pro Gary Buerstatte for help with this scenario!