If you’ve been in healthcare for any time at all, you’ve undoubtedly seen the gradual evolution of the hospital/health system CEO role from administrative non-clinical to physician focused.
It’s a jungle out there when it comes to the human resources challenges healthcare organizations are facing these days.
At the heart of every successful healthcare organization lies its people—the nurses, physicians, administrative staff, and support personnel who keep the system running.
In part one of this two-part article, Shane Cerone, CEO of Kada Health and a seasoned turnaround leader, details his approach to the first 90 days in an executive leadership role.
In the latest iteration of our 90 Days Series, Jim Decker, a retired healthcare CEO turned author and leadership coach, offers a different kind of wisdom—less flashy, more foundational.
Therman Trotman doesn’t want a leader’s first 90 days to look like a parade of meetings, inbox chaos, and forgotten good intentions.
Our continuing series of articles on the first 90 days of leadership generally explores what happens after a leader takes the helm—when the work of observation, relationship building, and cultural alignment begins.
“Your first ninety days actually start before you arrive.” That’s the foundation of Anil Prahlad’s approach to new leadership roles—and it reframes how we think about executive transitions.
When we talk about setting the tone in the first 90 days, few leaders I’ve ever met got it more right than my very first boss—Grover Martin. It was 1984.
This latest installment in our First 90 Days series features thoughts from Burl Stamp, FACHE, president and founder of Stamp & Chase, a healthcare performance improvement firm based in St. Louis.
Balancing a federal budget is no easy feat—especially when healthcare accounts for a significant share of national spending.
In our continuing series on First 90-day leadership strategies, this article features Feras Asakrieh, former Vice President of Sales and Customer Service for a nationwide U.S. bank.
