Jay Robinson’s Dash To Meet Every Leader In His First 90 Days
By Neill Marshall, Chairman, HealthSearch Partners and Kurt Mosley, Associations Practice Leader, HealthSearch Partners
As we continue our series on groundbreaking strategies for healthcare leaders’ first 90 days on the job, we shine the spotlight on Jay Robinson, a seasoned CEO with a unique approach to setting the foundation for his tenure in a new organization. Robinson’s commitment to engaging directly with every leader in the organization during his first 90 days has become a hallmark of his leadership style, creating a high level of connection, engagement, and understanding among his team members.
Making Every Minute Count While Out and About
Robinson’s first order of business as a new CEO was to meet personally with every leader in the organization, from senior directors to frontline supervisors. This process, which he informally refers to as “meet-and-greets,” involved hundreds of short, focused conversations to build relationships, understand individual perspectives, and surface operational challenges.
“In the first 90 days, my goal was to understand what success looks like for each leader,” Robinson explained. “I asked them, ‘If we’re successful in 90 days, what will be different?’ It’s a question that often leads to insights about what needs improvement, what barriers exist, and where leadership can better support the team,” he said.
“The first 90 days aren’t about making sweeping changes: they’re about setting a tone of trust, respect, and collaboration. By listening to employees and taking their input seriously, we foster an environment where people feel safe, supported, and motivated to contribute to the organization’s goals.”
Jay Robinson, PsyD, MBA, is a veteran healthcare executive with three decades of experience in hospital and health system operations, mental health services, and academic medical centers, community and teaching hospitals. He currently is Senior Vice President/Area Manager at Kaiser Permanente. Robison holds a Doctorate in Clinical Psychology as well as an undergraduate degree in clinical psychology, Robinson’s career has included more than 20 years with the Department of Veteran’s Affairs and more than 10 years with Kaiser Permanente.
Robinson’s approach was personal and adaptive. He went to each leader’s workspace to gain firsthand insights into their environment and their unique challenges. “I firmly believe in ‘management by walking around,’” he says. “Seeing people in their own environments reveals so much that wouldn’t come up in a boardroom.”
Building Trust by Going the Extra Mile
This approach allowed Robinson to connect individually with his team. It’s not just about gathering information, he explained, it’s about showing that he valued each leader’s contribution and was committed to addressing their concerns. This commitment often required extra hours, including nights and weekends, as Robinson met with staff members who worked nontraditional hours.
During one of his meetings, a lab manager mentioned that rearranging equipment in the lab would reduce unnecessary steps, speed up critical test processing, and drastically improve processing efficiency. Robinson immediately recognized the potential impact and prioritized the change. Within months, the lab saw faster turnaround times, which improved patient care and boosted morale within the lab team.
“By making that one adjustment, not only did we enhance throughput in the ED, but we also saw a ripple effect in engagement,” Robinson recalled. “The lab team felt heard, valued, and saw tangible results from the change.”
A Culture of Engagement: Seeing and Hearing the Staff
Robinson’s strategy wasn’t just about addressing operational issues; it was also about creating a culture where employees felt their voices were valued. During one of his meet-and-greets Robinson learned staff felt their uniforms made them feel like outsiders rather than part of the core team. Robinson immediately approved an investment in updated uniforms, which made a world of difference in how the team viewed themselves and their work. “Seeing the pride in their faces when they received the new uniforms was incredible,” Robinson shared. “They felt like respected team members, and that sense of pride translated into their work. It was a small investment, but it profoundly impacted engagement and morale.”
Aggregating Insights to Drive Strategy
While Robinson’s meet-and-greet process was informal in structure, he took meticulous notes and aggregated feedback to identify recurring themes. By examining these patterns, he gained a clearer picture of the organization’s strengths, weaknesses, and areas for growth. This process helped Robinson and his senior leadership team shape a focused strategic plan, with the initial insights often guiding the organization’s priorities for the first year.
One notable outcome of Robinson’s aggregated insights was developing a comprehensive operational excellence program. This program established quality, finance, employee engagement, and patient satisfaction metrics, giving department heads clear goals to work toward and a framework for reporting their progress. Robinson’s systematic approach reinforced the idea that every leader is the CEO of their area, responsible for driving results and contributing to the broader organizational vision.
Creating a Legacy of Lasting Relationships
Reflecting on his experiences, Robinson noted that his 90-day get-to-know-you sessions were instrumental in aligning teams with the organization’s mission, improving workplace culture, and enhancing overall performance.
Robinson’s emphasis on direct engagement and meaningful interaction during his first 90 days aligned with the overarching theme of this series. By actively involving himself in his team’s daily challenges and triumphs, he set a precedent for transparency and responsiveness, paving the way for a culture of continuous improvement.
As Ivan Bartolome, CEO of HealthSearch Partners, aptly puts it, “The first 90 days are more than just a period of adjustment—they’re an opportunity to establish a foundation for long-term success. Jay’s commitment to management by walking around was a key pillar in creating a culture of trust and accountability.”
Stay tuned for more insights from accomplished healthcare leaders who are redefining the playbook for the first 90 days in executive roles.
If you have adopted this tactic, or any others featured in this series, we’d love to hear from you. Please contact us to share your story.
