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. 10 most common motivators and incentives for retaining healthcare talent
The majority of employers — 61 percent — use motivators and incentives to attract a retain employees. While such efforts support positive talent development and prevent attrition, only 1 percent more employers are offering these benefits compared to last year, according to Health eCareers' 2016 Salary Guide.
2. 8 strategies for managing rapid change from NewYork-Presbyterian CIO Daniel Barchi
For CIOs and other health system and hospital leaders alike, it is imperative to remember that managing change — whether that be implementing EMRs, clinical pathways or new reimbursement models — is really about managing people, according to Daniel Barchi, CIO of NewYork-Presbyterian Hospital. Here are eight key principles for managing rapid change, as presented by Mr. Barchi during the Becker's Hospital Review 2nd Annual CIO/HIT + Revenue Cycle Conference in Chicago.
3. 5 actions boards should consider to lessen the disruptiveness of CEO turnover
Hospital CEO turnover rates continue to disrupt organizational stability. Boards should consider five actions for leadership continuity.
4. Erlanger Health System CEO relieves stress by playing master chef
Unlike many of his executive peers who turn to exercise or travel to relieve stress, Kevin Spiegel, president and CEO of Chattanooga, Tenn.-based Erlanger Health System, finds respite in the kitchen, according to the Times Free Press.
5. Outside in: 3 leaders on leveraging other industries' ideas to fix healthcare
As healthcare in the U.S. goes through a fundamental upheaval, some leaders are finding inspiration and successful strategies by looking toward other industries.
6. Quint Studer: 3 steps to get your professional development off the ground and running
In my books, articles, training sessions and keynotes I often discuss what I consider one of the primary roles of any person in a supervisory role: Develop and invest in the employees they oversee.
7. Partnering with non-traditional providers
Organizations that have not traditionally provided healthcare are applying their efforts to meet consumer, payer, employer, or other needs that traditional providers have not been able to meet.
8. Coaching teams to greatness: 5 core management truths
Managing any organization is comparable to coaching a team. In fact, most organizations refer to employees, co-workers and colleagues as their teammates. Everybody has a specific role to play within the larger context of the "game," and there's a shared end goal of winning.