Guest post by Jim Gauss and Howard Jessamy
New Research: The Importance of Cultural Diversity in Healthcare Leadership
…first in a series of findings from Witt/Kieffer’s 2011 national survey report Building the Business case. Healthcare Diversity Leadership.
There’s no question about it. Whatever happens in Washington, health reform this year will require successful organizations to provide more value-based care to patients and deliver higher quality clinical outcomes. The stakes are high for serving patients well.
But consider this: a 2011 report…
Guest post by Dennis Barden
While it is still common for educational institutions in the final stages of a leadership search to bring candidates to campus for open visits—public institutions are often required by law to do so—some candidates are pushing back. The issue of transparent governance versus the candidate’s right to privacy is an old one but the current climate is shifting toward a more confidential process.
The reason for this is paralleled by a shift in the nature of…
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 blog by Lucy Apthorp Leske
Today’s challenged economy places extraordinary demands on campus leadership—and it is equally demanding of search processes. More academic institutions are announcing leadership hires without national searches. Is the calculus on internal candidates and length of searches changing, or is this simply a product of the times?
The costs of an external search include not just direct expenses but also the costs of delays in making key decisions and the risk of a poor fit between…
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: