In this article, the next in our series on innovative tactics for the first 90 days of leadership, we shine the spotlight on Wayne Sensor, a former CEO known for his bold hands-on approach to onboarding.
Richard Parks is a retired healthcare executive with a career that spanned 38 years. He served as President and CEO of Covenant Health System in
In a couple of weeks, we will know the outcome of the U.S. Presidential election. We will also know the results of many equally, if not more important state and local elections. Once again, I have seen the phenomenon of health care and business leaders pausing to make leadership changes in the nine months leading up to the election.
Executive Leadership drives culture and results in an organization. Bringing a new executive onto your team is more than just filling a vacancy, it’s an investment in the organization’s future success.
A critical responsibility of an executive leader is to build her or his leadership team for sustainable performance. Daniel Ek, CEO & Founder of Spotify, sums this up when he says, “It all comes down to the quality of your executive team. Building this team is your number one priority. It just makes everything else easier.”
The role of state hospital association president is a challenging and multifaceted one, requiring a balance between advocating for the needs of healthcare facilities and navigating an increasingly complex political landscape. A hazardous proposition at best.
Selecting a new executive is a complex process, requiring not only an understanding of the requirements of the role, but also the current state of the C-Suite team and the culture in the organization.
Working with healthcare organizations across the country, we’re seeing it every day — the expectations for healthcare C-suite talent are changing. Perhaps no role embodies this shift better than the CIO.
“Two heads are better than one.” We’ve all heard and used this adage as a rationalization for everything from forming working groups to adding team members.
