Diana Smalley, RN, regional president of Mercy in Oklahoma City, assumed her role as chairman of the American College of Healthcare Executives March 9.
In her opening remarks for ACHE's Congress on Healthcare Leadership, which convened today in Chicago, Ms. Smalley discussed three ways executives can become caring leaders in healthcare.
1. Be the role model you always wanted or the best role model you ever had. Ms. Smalley said her father, who was a police officer in small-town Nebraska when she was growing up, and his lifelong commitment to social services still motivates her leadership today. "It wasn't unusual for him to bring a child from [bad circumstances at home] to spend a couple of nights [at our home]. Our home was a place of respite," said Ms. Smalley.
Later in his life, after suffering an injury in a serious accident, her father spent three months in recovery at a hospital. Seeing her father heal with the care from a nurse is another experience that led Ms. Smalley to pursue a career in healthcare. She said leaders should continue to be motivated by their role models and should
serve as that role model for somebody else. "I encourage you to stop and remember what and who led you to healthcare, and ask yourself this: 'Am I doing the same for others?'"
2. Recognize and build upon your own strengths and weaknesses, as well as the strengths and weaknesses of those around you. "Know this: You're not going to be able to do it all," said Ms. Smalley. "You must start by recognizing your own strengths and weaknesses." She said her largest strength is thinking strategically and her greatest weakness is always thinking strategically. Her key financial officer serves as her "counterbalance" in that regard, she said, and brings her back to specifics.
Healthcare leaders have diverse experiences and backgrounds but share common goals, she said. Ms. Smalley encouraged ACHE members to be thoughtful about creating diversity by including various backgrounds, talents and strengths that will compliment one another and benefit their organizations. "Creating diversity just for the sake of doing so is pointless," she said.
3. Protect healthcare for communities you serve by communicating your perspectives, and be willing to collaborate with competitors when it benefits the community. "Advocate, communicate and collaborate to ensure ongoing healthcare in communities you serve," said Ms. Smalley. Although competition drives productivity and innovation, Ms. Smalley said leaders should first and foremost meet the healthcare needs of their communities. "I firmly believe we must work together to make this work at all," she said, noting that organizations will need to build bridges rather than creating barriers in the name of competition.
Ms. Smalley also emphasized that access to healthcare is a human right and leaders have a responsibility to educate stakeholders. "Although it has become somewhat politically charged, we as leaders cannot allow it to become politically driven," she said. Healthcare leaders must be "unbiased sources of information" for lawmakers, local government officials and other stakeholders in their communities.
"Each one of us plays a role in the future of healthcare. Let's make sure it's an active role of caring leadership," Ms. Smalley concluded.
Ms. Smalley previously served as ACHE governor from 2009 through 2012. Before then, she served as ACHE Regent for Nebraska from 2002 through 2006. She received her gavel as chairman from outgoing ACHE Chairman Gayle L. Capozzalo, executive vice president of strategy and system development for Yale New Haven (Conn.) Health System.
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In her opening remarks for ACHE's Congress on Healthcare Leadership, which convened today in Chicago, Ms. Smalley discussed three ways executives can become caring leaders in healthcare.
1. Be the role model you always wanted or the best role model you ever had. Ms. Smalley said her father, who was a police officer in small-town Nebraska when she was growing up, and his lifelong commitment to social services still motivates her leadership today. "It wasn't unusual for him to bring a child from [bad circumstances at home] to spend a couple of nights [at our home]. Our home was a place of respite," said Ms. Smalley.
Later in his life, after suffering an injury in a serious accident, her father spent three months in recovery at a hospital. Seeing her father heal with the care from a nurse is another experience that led Ms. Smalley to pursue a career in healthcare. She said leaders should continue to be motivated by their role models and should
serve as that role model for somebody else. "I encourage you to stop and remember what and who led you to healthcare, and ask yourself this: 'Am I doing the same for others?'"
2. Recognize and build upon your own strengths and weaknesses, as well as the strengths and weaknesses of those around you. "Know this: You're not going to be able to do it all," said Ms. Smalley. "You must start by recognizing your own strengths and weaknesses." She said her largest strength is thinking strategically and her greatest weakness is always thinking strategically. Her key financial officer serves as her "counterbalance" in that regard, she said, and brings her back to specifics.
Healthcare leaders have diverse experiences and backgrounds but share common goals, she said. Ms. Smalley encouraged ACHE members to be thoughtful about creating diversity by including various backgrounds, talents and strengths that will compliment one another and benefit their organizations. "Creating diversity just for the sake of doing so is pointless," she said.
3. Protect healthcare for communities you serve by communicating your perspectives, and be willing to collaborate with competitors when it benefits the community. "Advocate, communicate and collaborate to ensure ongoing healthcare in communities you serve," said Ms. Smalley. Although competition drives productivity and innovation, Ms. Smalley said leaders should first and foremost meet the healthcare needs of their communities. "I firmly believe we must work together to make this work at all," she said, noting that organizations will need to build bridges rather than creating barriers in the name of competition.
Ms. Smalley also emphasized that access to healthcare is a human right and leaders have a responsibility to educate stakeholders. "Although it has become somewhat politically charged, we as leaders cannot allow it to become politically driven," she said. Healthcare leaders must be "unbiased sources of information" for lawmakers, local government officials and other stakeholders in their communities.
"Each one of us plays a role in the future of healthcare. Let's make sure it's an active role of caring leadership," Ms. Smalley concluded.
Ms. Smalley previously served as ACHE governor from 2009 through 2012. Before then, she served as ACHE Regent for Nebraska from 2002 through 2006. She received her gavel as chairman from outgoing ACHE Chairman Gayle L. Capozzalo, executive vice president of strategy and system development for Yale New Haven (Conn.) Health System.
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