contain a wealth of information and calendars
of learning events across our campuses. Academic advancement is an expectation of our
physicians and encouraged for our administrators. This rich learning culture is congruent
with hybrid assignments.
F Drive for innovation—using team-based
approaches. We attribute our success to the
innovation led by our founders and past leaders.
We know that exposure to new areas spawns
new ideas and concepts. Hybrid assignments
take full advantage of simple curiosity!
F Ongoing development—where senior leaders sponsor leadership development. Our top
leaders spend time and energy on succession and insist on talent planning throughout
the organization. Hybrid assignments have
been arranged at the top of the house—in
committees and operating roles. This visible
endorsement is widely noticed.
We have learned much about the hybrid experience, both from leaders themselves and the
managers who support them. As we strive
to optimize the experience, our key lessons
F Assessing leaders in the talent pipeline.
Hybrid experiences test critical competencies
in agility/flexibility, business judgment, and
F Establishing clear deliverables. For the
hybrid assignment, hold people accountable
for their work.
F Ensuring awareness and alignment.
Supervisors must be both aware of and aligned with
the “other” assignment.
F Matching hybrid assignments. They should
not each require 24/7 attention. This often
includes project work and/or small operations
Experience has taught us to prepare lead-
ers for “What’s next?,” have a clear supportive
pathway, and plan new experiences for the
high-potential leader. Hybrid assignments allow
us a high degree of flexibility in leveraging our
talent across the organization. They give us
insights into our talent, permitting us to observe
a person’s capabilities, experience, and apti-
tudes in a variety of roles. They give us a peek at
assessing participants through a different lens
in new environments. Most importantly, they
grow leaders’ agility by putting them in a variety
of settings to which they bring new ideas, raise
questions, and suggest bold solutions to opera-
Managing the volatile changes occurring
across health care requires leaders who think
strategically, are innovative, and execute rapidly.
Hybrid assignments exponentially accelerate our
response times to the challenges we face and,
ultimately, impact how we deliver on our mission.
The hybrid experience contributes a value proposition to the organization, leveraging expansive
horizontal career opportunities that benefit the
individual and the organization.
Dawn Peters is director, talent assessment and
development; Cathy Fraser is chief, human resources
office; and Jamie Schmitgen is chair, human
resources people services, at Mayo Clinic.
1. R. Charan, S. Drotter, and J. Noel. 2000. The Leadership Pipeline: How to Build
the Leadership-Powered Company. San Francisco: Jossey-Bass.
Experience has taught us to prepare leaders for “What’s
next?,” have a clear supportive pathway, and plan
new experiences for the high potential leader. Hybrid
assignments allow us a high degree of flexibility in
leveraging our talent across the organization.