You've led several health-focused companies, including Inspiris, HealthFitness and Gordian Health Solutions. What was your role? Your basic leadership philosophy?
Lehman: At those three companies, I served as president and CEO. I was hired to analyze the current strategy and operations before revising the strategy and changing the operating plan. A large part of this was evaluating the existing leadership team (and in some cases replacing some of it). With those companies, we were very successful: All three were sold at a considerable profit to strategic buyers.
My leadership style is collaborative but decisive. I enjoy training and empowering leaders to make hard decisions with accountability while creating an environment of open communication.
As you watch companies prepare for a sale or an IPO, what are the biggest challenges they face finding their voice and communicating their vision?
Lehman: Many executives become flattered when potential buyers make overtures to acquire their company. It can be exhilarating, but it also can become a huge distraction. My standard line is always "We are not for sale." And, "Don't waste your time unless you have a very compelling offer." I also communicate that we are implementing a strategy that is successful and by selling too soon, we leave money on the table. But during this courtship period it helps us refine our strategy--including our vision for the future.
I always have a SWOT [strengths/weaknesses/opportunities/threats] analysis that is updated annually so all directors and executives are on the same page. The old adage "United we stand, divided we fall" is very true.
You've worked with H2R in your capacity as CEO of NBCH and brought them in again in other settings. What are the three most important things H2R brings to the table in terms of helping organizations find their voice?
Lehman: At NBCH and with three different companies, I used H2R. They aligned with my own thinking of conducting a "forensic" analysis of the business and strategy and then honing the message with success stories, proven results and a marketing plan that produced new customers and helped buoy the stock. I do not know of any other health care marketing company that is as effective as H2R. And H2R's work with an organization isn't limited to the marketing or PR department.
For example, at HealthFitness, H2R helped change the conversation from "wellness" to "building a culture of health." H2R was an early champion of that concept in the commercial health management marketplace and identified it with our work at HealthFitness. They also popularized the term "population health management" in the commercial space.
Ideas and concepts are important, but they have currency only when they can be articulated and acted upon. That's H2R's gift: They can crystallize important ideas into terms that make sense to all stakeholders, communicate that vision and inspire action.
