By Meeta Gandhi
Part 2 of a two-part series; read Part 1 here.
On the second day of the AHA Annual Leadership Summit, I attended the track, “Equity of Care: Essential to Improved Quality and Lower Costs,” where Mr. Tomás Leon, President and CEO of the Institute for…
By Meeta Gandhi
As an early careerist, having the opportunity to attend the American Hospital Association’s 24th Annual Leadership Summit was nothing short of exhilarating. This was my first experience attending a healthcare conference of this magnitude. As an intern in AHA’s Institute for Diversity’s Summer Enrichment Program, it was an opportunity to network with 13 peers who had been selected to attend,…
By Paul Bohne
In 2015, CEO turnover at the largest companies in the world was at an all time high. Why? These are volatile times across industries, of course. And there can be many specific explanations for CEO exits, including failure to establish partnerships with the board or colleagues, to establish a cultural fit, or to understand the requirements of the role. And some…
“I’m not sure many leaders understand the wonderful perspective, experiences and leadership qualities that veterans bring to an organization.”
The comment above comes from a new Witt/Kieffer report, “Answering the Call: Veterans as Civilian Healthcare Leaders.” The report draws insights from a Witt/Kieffer survey of veterans currently in civilian healthcare leadership positions. What makes the report a compelling read is the thoughtfulness of the comments from respondents and their…
By Wayne Luke
Health conversion foundations are not new to healthcare but they are increasingly a by-product of the current era of mergers and acquisitions. These foundations are created to ensure that proceeds from the sale of nonprofit healthcare entities to for-profit organizations are funnelled into core community needs.
What is usually a significant initial endowment for a new foundation can present dilemmas for its leaders and board: How do we spend the money? How much now, how much later?…
Leadership transitions are inevitable in healthcare and related fields which have seen tremendous tumult in recent years. When the board of a hospital, health system, medical center or other organization determines that it needs to recruit a new chief executive officer, it must follow an established, proven recruiting process. Such a process increases the likelihood of selecting the right person for the job and lends credibility to the chosen candidate, providing an essential foundation for his or her tenure.
By Hillary Ross
With the successful implementation of electronic health records at most hospitals and health systems, many Chief Medical Information Officers are evolving into even more pivotal and strategic leaders. The EHR and other clinical systems are never fully implemented. There will always be upgrades and enhancements and thus a need for the expertise that a CMIO provides. As responsibilities of the CMIO shift, new titles are emerging,…
The role of chief operating officer varies from industry to industry and organization to organization. For some COOs, responsibilities are primarily procedural. Increasingly, the line between COO and CEO can blur, in that the COO can have a more strategic role with responsibilities such as assessing new revenue streams; developing a future vision for the organization; and working to build relationships between physicians, staff, community and government leaders, and others.
By Andrew Chastain
The mission for all healthcare organizations – nonprofit or for-profit – is critical. It is the mirror against which all strategic decisions are held up for reflection.
Should the mission statement, therefore, be set in stone? In a 2012 AHA Center for Healthcare Governance special report on Transformational Governance, Larry Gage notes that the originator of a mission typically wants to “memorialize” it and…
As with many executives in today’s workplace, chief human resources officers are witnessing a change in their function and scope within the leadership team. They are no longer seen as primarily supportive players; instead, many HR executives are taking on greater strategic and high-profile roles in their organizations.
“HR executives understand the central nervous systems of their organizations better than anyone,” writes senior partner Jena Abernathy…