By Jim Gauss
With talent in short supply, today’s executives work hard to fill open board member positions with highly strategic, broad-based thinkers. Organizations that want to position themselves for growth and competitive advantage place a high priority on key skill sets like information technology, treasury and merger-and-acquisition experience.
It wasn’t too long ago that hospitals and universities sought the chief financial officer of a local business to…
Guest post by Jim Gauss and Howard Jessamy
Managing Diversity: 5 Ways Your Board Can Get Results
Fourth in a series of findings from Witt/Kieffer’s 2011 national survey report Building the Business case. Healthcare Diversity Leadership.
Over the past few months in this series on advancing leadership diversity, I’ve shared some key findings from our 2011 national survey report, noted specific barriers to improving and managing diversity in a meaningful way, explained why mentoring is the number one best practice to use, and…
Guest post by Karen Otto
My last post focused on the lead-up to a health care CEO transition. Now let’s look at the actual transfer of power.
Any transition plan should approach transferring authority in a way that minimizes organizational disruption and maintains employee, physician, and community good will. Once a new CEO has been chosen, it is important to let that person lead with minimal interference. For example, if the incumbent has a continuing role with the organization, handle all…
Guest post by Karen Otto
When a health care CEO leaves—whether the departure is expected or unplanned—the board needs to be in control. A transition in leadership can be a turbulent time. Organizations can avoid the turmoil by putting a transition plan in place proactively.
Start here and now
Identify a transition team. Which board members—the executive committee or the whole board—will be responsible for the transition process?
Revisit your leadership profile
Organizations grow and change, and the transition team should review ideal leadership…
Guest post by John Thornburgh
Attention university trustees: Protect your academic chief executive.
Running a university is unpredictable and stressful, and it takes a 24/7 commitment, yet most academic presidents wouldn’t trade their roles for anything. These men and women are patient, confident, optimistic, energetic – and rare.
Recognize that a great president counts among your institution’s most valuable assets, and be sure that your board is aware of how important it is to properly care for and protect him or her….
Guest blog by Jim Gauss
The margin for error in the selection and onboarding of hospital and health system CEOs is thin and getting thinner with the passage of health care reform legislation. The selection process can be tough and time-consuming. Trustees or board members may want to sit back and take a breather after they’ve made their choice of a leader.
Don’t do it!
Here are some strategies that may help avoid having to repeat the search process too soon: