Culture. Productivity. Strategy. Execution. These ideas will never go out of style for hospital and health system leaders.
The following leadership articles were published by Becker's Hospital Review in the last week.
1. Michael Dowling: 6 priorities for health system leaders in 2017
There is general consensus among healthcare providers and executives that the industry is not only in the midst of one of the most rapid periods of change in history, but that the complexity of care and regulations is unprecedented. Despite the sometimes turbulent conditions we work in, it is critically important that we maintain a positive and supportive attitude and keep focus on the most important issues.
2. AHA CEO Rick Pollack: How to redefine the hospital for the future
It is time to redefine the "H," according to American Hospital Association President and CEO Rick Pollack. By redefining the "H," Mr. Pollack is referring consciously deciding how hospitals can best serve modern communities, so that when patients see an "H" sign on the highway, it summons notions of health and wellbeing.
3. Geisinger CEO Dr. David Feinberg: 'I'd like to eliminate the waiting room and everything it represents'
Jaws dropped last November when Danville, Pa.-based Geisinger Health System CEO David Feinberg, MD, announced the organization would begin offering refunds to patients for less than satisfactory experiences. The refund program, called ProvenCare, is clearly favorable among patients, but it's also valuable to the hospital, for it provides clinicians and administrators candid insight into the patient perspective.
4. The need for innovative leadership in healthcare
Healthcare has been a somewhat paradoxical industry in that it has made tremendous clinical strides with rapid advancements of treatments, medications, and diagnostics.
5. Recommendations for hospital leaders and clinicians concerning recovering painkiller addicts
Four out of five heroin users are first introduced to opiates via a physician-prescribed opioid medication. That statistic, cited by the National Safety Council in a 2016 report on America's prescription drug epidemic, encapsulates a common conundrum for today's hospital leaders and clinicians: on the one hand, they want to help patients manage often debilitating levels of pain, whether acute or chronic; on the other, they fear contributing to another addiction in what today is widely known as America's deadliest drug epidemic on record.
6. 6 ways to gauge job candidates' ability to think strategically
The vast majority of executives say strategic thinking is a leadership skill that is critical to an organization's success, according to Harvard Business Review. Unfortunately, it is not easy to assess the depth of one's strategic mind in traditional job interviews.
7. Healthcare leaders share New Year's resolutions for 2017
The New Year brings a range of opportunities for healthcare leaders, whether that is revamping current efforts to meet a goal or implementing a new strategy moving forward. Here, 10 hospital and health system leaders spanning the United States share their New Year's resolutions for 2017.
8. The four C-Suite roles intertwined to reach population health and patient experience goals
Over the past decade we have seen the focus of healthcare organizations evolve from the Triple Aim to population health and value based care to a consumer-centric approach to health. We have been changing the labels, but not significantly changing the overall goals. As is true for many large endeavors, the devil is in the detail and the details reside in the multidisciplinary nature of addressing the challenges in the healthcare organization.
9. 6 common pitfalls of succession planning and how to prevent them
Although the majority of healthcare organizations point to recruiting and retaining talent as top priorities, few take the necessary steps to establish a solid succession plan, according to executive search firm B.E. Smith. Lack of succession planning has consequences at all levels of the organization, but the stakes are particularly high at the executive level.
10. 4 practices shared by influential people
Individuals can wage substantial influence over others, whether or not they are in a formal authoritative role.