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The Top 25 Minority Executives in Healthcare — 2020

By | February 17 th,  2020 | Top 25 Minority Executives in Healthcare, Modern Healthcare, Blog, diversity | Add A Comment

 

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Furst Group and NuBrick Partners are proud to sponsor the Top 25 Minority Leaders, the awards program created by Modern Healthcare. This is our 12th year of sponsoring the program, which culminates in an awards gala on August 13 in Chicago.

 

Please click here to read our interviews with previous honorees from the Top 25 awards programs.

 

2020 Top 25 Minority Leaders in Healthcare 

Jerome Adams

Dr. Jerome Adams,

U.S. Surgeon General, HHS

Debra Canales

Debra Canales,

Executive Vice President and Chief administrative Officer, Providence St. Joseph Health

 

Read past profiles:
Debra Canales strives to put people first in the mission of healthcare

Genevieve Caruncho-Simpson

Genevieve Caruncho-Simpson,

President and CEO, Texas Health Aetna

Augustine Choi

Dr. Augustine Choi,

Dean, Weill Cornell Medicine

Bechara Choucair

Dr. Bechara Choucair,

Senior Vice President and Chief Community Health Officer, Kaiser Permanente

Imelda Dacones

Dr. Imelda Dacones,

President and CEO, Northwest Permanente, P.C.

Garth Graham

Garth Graham,

President, Aetna Foundation and Vice President, Community Health and Impact, CVS Health

Danielle Gray

Danielle Gray,

Senior Vice President, Chief Legal Officer and Corporate Secretary, Blue Cross and Blue Shield of North Carolina

Audrey Gregory

Audrey Gregory,

CEO, Detroit Medical Center

 

Patrice Harris

Dr. Patrice Harris,

President, American Medical Association

 

Sachin Jain

Dr. Sachin Jain,

President and CEO, CareMore Health

 

Read past profiles:

The healthcare system is broken. Sachin Jain and colleagues want to help transform it

Transitioning to CEO? Self-awareness is Vital

Vivian Lee

Dr. Vivian Lee,

President of Health Platforms, Verily Life Sciences

Ana Pujols McKee

Dr. Ana Pujols McKee,

Executive Vice President and Chief Medical Officer, Joint Commission

 

Read past profile:
Quality, safety fuel Pujols McKee's drive at The Joint Commission

Rhonda Medows

Dr. Rhonda Medows,

President, Aetna Foundation and Vice President, Community Health and Impact, CVS Health

Philip Ozuah

Dr. Philip Ozuah,

President and CEO, Montefiore Medicine

Ketul Patel

Ketul Patel,

President, Pacific Northwest Division, CommonSpirit Health and CEO, CHI Franciscan

Dennis Pullin

Dennis Pullin,

President and CEO, Virtua Health

Javier Rodriguez

Javier Rodriguez,

CEO, DaVita

Jaewon Ryu

Dr. Jaewon Ryu,

President and CEO, Geisinger Health

 

Read past profile:

Experiences build a strong leadership foundation for Jaewon Ryu

Ninfa Saunders

Ninfa Saunders,

CEO, Navicent Health

Thomas Sequist

Dr. Thomas Sequist,

Chief Quality and Safety Officer, Partners HealthCare

Rajesh Shrestha

Rajesh Shreshtha,

Chief Operating Officer, Community-Based Care, Intermountain Healthcare and CEO, Castell

Nicole Thomas

Nicole Thomas,

Hospital President, Baptist Medical Center South

 Michael Ugwueke

Michael Ugwueke,

President and CEO, Methodist Le Bonheur Healthcare

 

Read past profile:

Michael Ugwueke helps Methodist South turn around

Kimberlydawn Wisdom

Dr. Kimberlydawn Wisdom,

Senior Vice President of Community Health and Equity, and Chief Wellness and Diversity Officer, Henry Ford Health System

 

 

2020 Luminaries 

 

Lloyd Dean

Lloyd Dean,

CEO, CommonSpirit Health

 

Read past profile:
Dignity Health’s Lloyd Dean leads from experience and welcomes ‘healthcare for all’

Wright Lassiter III

Wright Lassiter III,

President and CEO, Henry Ford Health System

 

Read past profile:

In healthcare's new order, no time to bask in past success

Kevin Lofton

Kevin Lofton,

CEO, CommonSpirit Health

Beverly Malone 

Beverly Malone,

CEO, National League of Nursing

 

Read past profiles:

Healthcare’s volatility gives way to innovative leadership

Once a reluctant leader, Beverly Malone inspires countless nurses with skills that earned her a seat alongside royalty

 Eugene Woods

Gene Woods,

President and CEO, Atrium Health

 

Read past profiles:

A template for change: Continual transformation is a must for leaders

Gene Woods' influential leadership poised to enhance Carolinas HealthCare System

 

Diverse leadership is key to solving health disparities

 

 

2020 Minority Leaders to Watch 

In addition, here are the 10 executives chosen as Minority Leaders to Watch:

 

Jandel Allen-Davis

Dr. Jandel Allen-Davis,

President and CEO, Craig Hospital

Miguel Benet

Dr. Miguel Benet,

Division Chief Medical Officer, Medical City Healthcare, North Texas Division of HCA Healthcare

Tamarah Duperval-Brownlee

Dr. Tamarah Duperval-Brownlee,

Senior Vice President and Chief Community Impact Officer, Ascension

Ahmed Haque

Ahmed Haque,

Senior Vice President of Network Performance and Strategy, Aledade

Barbara Johnson

Barbara Johnson,

Executive Vice President and Chief Operating Officer, Premier Health

Angelleen Peters-Lewis

Angelleen Peters-Lewis,

Vice President of Patient Care Services and Chief Nurse Executive, Barnes-Jewish Hospital

Stella Safo

Dr. Stella Safo,

Chief Clinical Transformation Officer and Vice President of Prospective Research, Premier

Airica Steed

Dr. Airica Steed,

System Chief Operating Officer and Executive Vice President, Sinai Health System

Cassandra Willis-Abner

Cassandra Willis-Abner,

Senior Vice President of Diversity and Inclusion and Chief Experience Officer, Trinity Health

Nichole Wilson

Nichole Wilson,

Vice President of Retail Health Services, Community Health Network

 

For more information, click here.

CEO Transition: Hope and fail or fail to plan … how to avoid both

By | January 30 th,  2020 | CEO, Transition, New Leader Installation | Add A Comment

Any CEO transition, whether it’s an executive coming from outside the organization or an internal hire, will cause an impact on the performance of the organization. Hopefully, that impact will be positive, but nearly half of the time, that isn’t the case. A transition at this level affects the entire organization and hoping that it goes well is a plan that more often than not results in negative outcomes.

 

CEO-Transition-BlogImageAccording to research from the CEB1, successful transitions result in a 90 percent higher likelihood that teams will meet their three-year performance goals. As an executive search firm, we partner with top healthcare organizations to discover and attract executive talent, as well as create a solid installation and transition plan to ensure success from the start.

 

When seeking a new CEO, organizations must focus on defining success far beyond the resume. Establishing a detailed set of filters and criteria for measuring talent allows the organization to gain a deeper understanding of candidates’ competencies and experiences and how those will or will not translate into future success. Viewing talent through a lens programmed with the organization’s culture, existing talent and structure, and business objectives and challenges, allows the true definition of the optimal role design to be established and matched with the ideal candidate.

 

Yet finding the right leader is only a small fraction of the battle for success. Research shows that one-third to one-half of CEOs will fail within the first 18 months2. The right person was selected based on all the crucial factors, so why are so many proven, talented executives failing to achieve success?

 

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Experience shows that lack of transition planning is the likely culprit in most cases. It is not just one person transitioning, so why leave it up to chance? At a minimum, a transition at the CEO level is going to impact everyone on the board, the executive team, and the newly hired or internally promoted candidate stepping into the role. That’s a lot of transition, but it goes deeper than that. Everyone these leaders interact with, essentially the entire company, will experience the effects of this new transition.

 

Without a clear installation and transition plan, even successful CEOs take about six to eight months to gain any real traction and show strong results. Transition isn’t something that should be left to chance. It’s also not something that is learned while obtaining an MBA or on the job throughout one’s career.

 

During an interview with Brett Esrock, CEO – Hospital Division, Health First, while discussing the installation process, he said, “It’s been a springboard for our future success. A great springboard to a collaborative and cohesive team.”

 

Brett identified that he was a bit skeptical at the beginning of the process because he felt he was good at developing relationships and getting to know people. But after completing the installation process, he said, “It’s been inspiring for me to go through something like this. It’s taken my preconceived notions of what I can do on my own and shown me that I could use the help – having someone else come in and help identify where those potential pitfalls are and what we can do together to strengthen the bond.”

 

When transition is actively managed and planned success rates for CEOs and other executives increase dramatically, time to achieve results is reduced, culture immersion occurs sooner and more smoothly, and team effectiveness and cohesion are accelerated. In addition, conflict, which is a normal part of relationship development, is minimized and much less likely to impede team cohesiveness and overall company performance.

 

Throughout thousands of executive placements, we have seen the power of transition. This is why, at Furst Group, we’ve teamed up with our sister company, NuBrick Partners, to integrate installation and transition planning into the search process from the kickoff of the search through the first 90 days of the new CEO’s time with his/her new organization.

 

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1 CEB Blogs, “Corporate finance: The cost of poor leadership transitions." Kruti Bharucha and Nitika

  Dial, October 29, 2013, cebglobal.com

2 https://hbr.org/2016/12/after-the-handshake

 

    

Hope for the future: NAHSE Annual Conference Recap

By | December 16 th,  2019 | NAHSE, Diversity and Inclusion | Add A Comment

Over the years, the National Association of Health Service Executives (NAHSE) has continued to grow and evolve in size and impact. Leaving this year’s annual conference, we were energized by the infusion of new faces and talent, as well as by the exceptional speakers and sessions. It is clear that diversity is a top priority, but the lack of understanding that still exists around inclusion is striking.

 

ValerieJarrettNAHSE

 

Many healthcare organizations are struggling to engage and retain diverse talent. The power of truly understanding what it means to create and uphold an inclusive culture is something we must all strive to achieve. It is not up to one person in the organization. It is up to EVERYONE at every level in the organization. This commitment to and accountability for diversity, equity, and inclusion (DE&I) are critical to enacting a shift in organizational culture. 

 

During his session at the NAHSE conference, Jack Lynch, President and CEO of Main Line Health, pointed out that the reason they don’t have a Chief Diversity Officer (CDO) is because he is the CDO. It is his guidance and leadership that will push the organization forward, but, as he so eloquently stated, it cannot be him alone.

 

It was encouraging to hear from Jack and other leaders on how their organizations are moving the needle on DE&I. Additionally, we enjoyed interacting with the next generation of healthcare leaders during our participation as judges for the Everett V. Fox Student Case Analysis and Presentation Competition, which focused on addressing the healthcare needs of those experiencing homelessness.

 

The competition honors one of the founding presidents of NAHSE, and serves as a gateway to leadership opportunities for young, aspiring healthcare executives and policy makers. It was exciting to experience the amazing talent and innovative ideas these young leaders are bringing to the healthcare industry.

 

The conference brought to light the continued challenges we face in healthcare, but also hope for the future. It is clear that there are initiatives in place and motivation to improve. If organizations can commit to measurable, actionable effort we will see significant progress on our journey toward equality in the healthcare industry.  

 

 

                  Deanna Banks                       TMuse


Deanna Banks, Principal                                  Tiara Muse, Director Research

 

 

 

Recap: 2019 Women Leaders in Healthcare Conference & Top 25 Women in Healthcare Gala

By | August 27 th,  2019 | Modern Healthcare, Blog, diversity, Top 25 Women in Healthcare, Women Leader in Healthcare Conference, MHWomen | Add A Comment

A recent Forbes article examines the Power of the Pack, highlighting that women who support women are more successful, “A woman alone has power; collectively, we have impact.” This impact was abundantly clear during this year’s Modern Healthcare Women Leaders in Healthcare Conference. To describe the collective of amazing women at this conference as inspirational doesn’t do it justice, so we thought we’d create a recap slideshow including some of our favorite insights and takeaways.


Thank you to all who attended and had the courage to share, speak up and raise their hands! Hopefully, we can all harness the energy and inspiration from this great conference and continue to motivate real change.

 

 



We’re positive we didn’t capture everything. What were your favorite takeaways and insights from the conference?

 

The Top 25 Women Leaders in Healthcare in 2019

By | February 18 th,  2019 | Modern Healthcare, Blog, diversity, Top 25 Women in Healthcare | Add A Comment

 

Top25-women-2019

 

Furst Group and NuBrick Partners are proud to sponsor the Top 25 Women in Healthcare, the awards program created by Modern Healthcare. This is our 11th year of sponsoring the program, which culminates in an awards gala on August 1 in Chicago.

 

Top25-Women-Faded 

Please click here to read our interviews with previous honorees from the Top 25 awards programs.

 

2019 Top 25 Women Leaders in Healthcare 

  • NANCY HOWELL AGEE, President/CEO, Carilion Clinic
  • MADELINE BELL, President/CEO, Children's Hospital of Philadelphia
  • MARY BOOSALIS, President/CEO, Premier Health
  • DEBRA CANALES, Executive vice president/chief administrative officer, Providence St. Joseph Health
  • DR. MANDY COHEN, Secretary, North Carolina Department of Health and Human Services
  • TINA FREESE DECKER, President/CEO, Spectrum Health
  • CYNTHIA HUNDORFEAN, President/CEO, Allegheny Health Network
  • LAURA KAISER, President/CEO, SSM Health
  • DR. ANNE KLIBANSKI, Chief academic officer, Partners HealthCare
  • KATHY LANCASTER, Executive vice president/chief financial officer, Kaiser Foundation Health Plan and Hospitals
  • KAREN LYNCH, Executive vice president, CVS Health
  • PATRICIA MARYLAND, President/CEO, Ascension Healthcare
  • DR. BARBARA MCANENY, President, American Medical Association
  • DR. REDONDA MILLER, President, Johns Hopkins Hospital
  • DR. JANICE NEVIN, President/CEO, Christiana Care Health System
  • AMY PERRY, CEO, hospital division Atlantic Health System
  • CANDICE SAUNDERS, President/CEO, WellStar Health System
  • NINFA SAUNDERS, President/CEO, Navicent Health
  • DR. JOANNE SMITH, President/CEO, Shirley Ryan AbilityLab
  • JOHNESE SPISSO, President, UCLA Health
  • PAULA STEINER, President/CEO, Health Care Service Corp.
  • PAMELA SUTTON-WALLACE, CEO, University of Virginia Medical Center
  • SUSAN SWEENEY, President/head, U.S. Commercial Bristol-Myers Squibb
  • SEEMA VERMA, Administrator CMS
  • ANDREA WALSH, President/CEO, HealthPartners

 

LUMINARIES

  • MARNA BORGSTROM, CEO, Yale New Haven Health
  • DR. JOANNE CONROY, President/CEO, Dartmouth-Hitchcock Health
  • SUSAN DEVORE, President/CEO, Premier
  • JUDY FAULKNER, President/CEO, Epic Systems Corp.
  • SISTER CAROL KEEHAN, President/CEO, Catholic Health Association 

 

WOMEN TO WATCH

In addition, here are the 10 executives chosen as Women Leaders to Watch:

  • AMBER CAMBRON, President/CEO, BlueCare Tennessee
  • DR. LAURA FORESE, Executive vice president/chief operating officer, New York-Presbyterian
  • DR. REBEKAH GEE, Secretary, Louisiana Department of Health
  • DR. PATRICE HARRIS, President-elect, American Medical Association
  • SALLY HURT-DEITCH, Chief nursing officer, Tenet Healthcare Corp.
  • LYNN KRUTAK, Chief financial officer, Ballad Health
  • REBECCA MADSEN, Chief consumer officer, UnitedHealthcare
  • DR. RHONDA MEDOWS, Executive vice president of population health, Providence St. Joseph Health
  • MIKELLE MOORE, Senior vice president of community health, Intermountain Healthcare
  • HEATHER WALL, Chief commercial officer, Civica Rx

 

For more information, click here.

Mergers & Acquisitions in Practice: A ground-level view

By | February 14 th,  2019 | leadership traits, Ground-level view, Harnessing your board, clinical training, decision-making | Add A Comment

First-time CEO Ronnie Ursin shares lessons learned through his experience with Tower Health


Ronnie-Ursin-Photo

 

The healthcare news cycle fills up fast these days with news of mergers and acquisitions. But what really happens at ground level as organizations are acquired or come together? Ronnie Ursin, chosen as one the 10 Leaders to Watch by Modern Healthcare as part of its Top 25 Minority Executives in Healthcare program, has gotten a close-up look at one of those situations since being named the CEO at Jennersville Hospital in West Grove, Pennsylvania.

 

Reading Health System purchased five local hospitals from a major healthcare chain. Reading renamed itself Tower Health and hired Ursin, a former Reading executive who was working as a chief nursing officer at a hospital in his home state of Louisiana, to lead the 63-bed Jennersville facility.

 

“Speaking from the standpoint of Tower Health, one of the things we are working on very diligently and carefully is the organizational culture,” Ursin says. “About 95 percent of the staff at Jennersville Hospital worked in the previous culture.”

 

Ursin has held several “town hall” meetings with all Jennersville staff members since taking over.

“We are trying to take their feedback and put it into action,” he says. “We still have some people on the fence, but we are doing our best to communicate that we are going to do our best for our patients and staff, and we are going to do right by our doctors. That’s going to drive our success.”

Cultural implications can sometimes be overlooked in M & A as most of the attention is laser-focused on financials, yet evidence is clear that few things can derail a transaction more quickly. Taking time to work diligently and thoughtfully with all affected team members is essential, for human capital remains a company’s greatest asset.

 

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Actions speak volumes for leaders

 

Jennersville’s previous owner was hampered by large financial losses at its facilities across the country. Ursin and his team have come in and targeted tangible improvements to infrastructure and equipment, demonstrating a willingness to invest in its staff and demonstrating good faith at the same time.

 

“We have a full plan to invest in surgical scopes and other instruments. We’re investing in getting more patient care equipment such as EKG machines, and facility upgrades. And we’re looking at potentially bringing in a Da Vinci robot device to support our service lines,” he says.

 

Tower Health, says Ursin, also is installing the Epic health IT system to achieve the aim of patients having just one chart across the entire health system.

 

Carrying through on promises builds credibility for new leaders, and employee engagement rises. That, in turn, usually translates to increased productivity, something that Ursin and Tower are conscious of.

 

Harnessing your board

 

In building a new culture, Ursin and his leadership team have help. At the board level, Ursin’s directors are carrying the message as well. Since they have been interwoven into the community for some time, their involvement carries no small weight.

 

“Because Tower Health is new to the community, a major part of our board members’ role is to convey the message we have about advancing health and transforming the lives of the people in our community. They are taking our initial quality initiatives and are able to articulate that to members of the community.”

 

Board members have greater responsibility and experience higher stakes in today’s healthcare climate. The best CEOs provide ...

 

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Key Characteristics of Successful Chief Human Resources Officers

By | February 6 th,  2019 | C-suite, Global Leaders, globalization of business, CHRO, HR, IIC Partners | Add A Comment

Image courtesy of IIC PartnersMembers of IIC Partners recently had the opportunity to engage in candid conversations with a variety of global leaders about the Chief Human Resource Officer (CHRO) role and what it takes to be successful. They offered insights into the world of CHROs, how critical the role is in an organization, and how instrumental it is in shaping the current and future growth of leading companies.

 

Below are a few of the key points that are covered in the article:

 

Background and Experience of a Successful CHRO
  • As a fundamental for human resource management, most professionals interviewed indicated that “people skills” were critical to their success.
  • Solid business experience and understanding of your individu­al business model is at least as important as intuitive human interaction skills for success.
  • For some of the CHROs interviewed, success could be attributed to individual challenges.
The Most Pressing Challenges for the Twenty First Century CHRO
  • “The ability to bring the right quality of talent in a highly competitive market,” says Arun Paul. With historically low unemployment rates throughout the world it is hard to find the right kind of talent for roles.
  • Some HR professionals mentioned distinct challenges related to the economic or political environment in which they operated and not just in developing countries.
  • Maintaining employee engagement is a huge challenge. According to Nicola Hale, “finding ways to continuously inspire and motivate others … whilst at the same time keeping this balanced and looking out for people… it’s very easy for leaders to lose a sense of perspective.” 
The Characteristics of the ideal CHRO in Future Business Models
  • When asked what characteristics or traits would be critical for a CHRO to meet an organization’s future needs, responses varied widely, no doubt reflecting the specific needs of the organization in question as well as the background of the individual CHRO.
  • One common theme was that leaders are going to have to really adapt to the changing environments and the HR person needs to be able to help other leaders in that transformation.
  • Most importantly, HR needs to focus on people and not so much on processes and measurement as they were before.

Download the full article here to see more insights on the CHRO role and its crucial impact on an organization.

 

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IIC Partners Global Human Resources Practice Group

The IIC Partners Global Human Resources Practice Group is comprised of a seasoned team of executive search consultants with unparalleled industry knowledge and expertise in identifying the best senior executive Human Resources talent. Human Resources executives must possess the technical qualifications, right leadership style and serve as a trusted advisor to the senior leadership team. The IIC Partners Global Human Resources Practice Group has unrivaled access to passive talent markets in over 34 countries and regularly collaborate to deliver the right candidate to the client.

 

Visit www.IICPartners.com for more information.

Making the Case for Gender Diversity: Women in Healthcare Leadership

By | January 30 th,  2019 | women in leadership, Modern Healthcare, Modern Healthcare Top 25 Women, women leaders, Top 25 Women in Healthcare, leadership traits | 1 Comments
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Real-world advice: ‘As more women join boards and demonstrate the value they add, the system will become self- perpetuating,’ says Helena Morrissey

 

 

The American people have spoken. A majority want more women leaders in business and politics, even though they also believe women typically have to work harder to prove their skills and have more obstacles on their way to the top. In fact, 54 percent say gender discrimination plays a large role in why there aren’t more women in positions of executive leadership.1

 

Those are some of the results of a fascinating new study by the nonpartisan Pew Research Center. Their implications are implicit: Pressure is growing for better gender and ethnic diversity in every sphere of public life.1

 

As longtime sponsors of the Top 25 Women in Healthcare leadership awards curated by Modern Healthcare, we have seen the momentum and the drumbeat growing for this type of sea change. While challenges certainly remain – the number of women who are employed as CEOs of the companies in the S&P 500 is declining instead of increasing – we remain optimistic that transformation is in the offing.

 

The corporate world can be slow assimilating societal changes, yet society is clamoring for more women in leadership. According to Pew, Americans view women leaders as better than male leaders in:

  • Creating a safe and respectful workplace
  • Valuing people from different backgrounds
  • Considering the societal impacts of major decisions
  • Mentoring young employees
  • Providing fair pay and good benefits

While male leaders get the nod in people’s perceptions that they are better at negotiating profitable deals and taking risks, the value placed on female leaders does not end there. Asked specifically about gender and political leadership, for example, the Pew survey results reveal that women are perceived as stronger in standing up for what they believe in, being honest and ethical, working out compromises, and being compassionate and empathetic.1 Who wouldn’t want to work for leaders like that?

 

The situation in healthcare

Only 8 of the top 100 hospitals in the U.S. have a woman CEO, according to a 2016 survey conducted by Rock Health2, a venture fund dedicated to supporting “companies improving the quality, safety, and accessibility of our healthcare system”.3 While the lack of senior female leadership is not unique to healthcare, it is notable that ...

 

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From scratch: A tale of diversity in action

By | January 25 th,  2019 | Changing Face of Healthcare Leadership, Diversity in action, Young executives, Working Effectively | Add A Comment

Mario Garner drives success through mirroring the community


Maro-Garner-250px

 

What would you do if you had the opportunity to start a hospital from scratch? How would you staff your leadership team? What type of culture would you strive to create?

 

Mario Garner, now the chief operating officer for two Memorial Hermann hospitals in Houston,
MH Southeast, Pearland and a free-standing emergency room, has had the chance to start with a blank 
slate twice, and he’s not even 40 yet.

 

In 2013, he became the CEO of New Orleans East Hospital, which was built after Hurricane Katrina decimated the neighborhood in which it is placed. And in 2015, he moved to Texas to serve as CEO of the new Memorial Hermann Pearland Hospital.

 

“It was a tremendous opportunity to build a team to meet the needs of the respective communities,” Garner says today. “It was a clean slate, so I did not inherit a way of doing things. I was able to spark a level of interest by being creative with the teams I was able to build at these respective campuses.”

 

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Diversity is a must-have ingredient

 

In both cases, Garner made it a point to make sure his leadership teams reflected the communities they served. New Orleans East is an urban hospital in the inner city; Pearland is in a diverse suburban setting in the Houston metro area.

 

Diversity has been shown to be essential for successful organizations. Study after study shows that companies with diverse leadership are more successful financially, are more innovative, function better and make more deliberate decisions than those lacking diversity.

 

“The leadership teams at both of these de novo hospitals were able to bring innovative ideas and best practices from various other locations,” he adds. “At New Orleans East Hospital, we were able to recruit physicians fairly easily. By the time we opened the doors, we had more than 100 credentialed physicians for the campus – which spoke to the physicians’ interest. Some were eager to return to the community, while others wanted to come in and serve in what was in many regards an underserved area. We also didn’t have the challenges of overcoming an aged physical plant, so it was very easy to recruit.”

 

Pearland was a bit different situation, but just as exciting, he says. “Memorial Hermann has a methodology for operating our hospitals, so we were able to take many of those components and lay them as a foundation. Then, we were able to build on that with the unique aspect of opening a new hospital and establishing a positive culture, one that would create employee engagement, as well as engagement with our physicians and patients.”

 

Working effectively with the board

 

The unique governance structures of both hospitals also gave Garner broad experience in very different situations.

 

“At Memorial Hermann, I had the opportunity to work closely with corporate infrastructure,” he says. “I reported to a regional president who was able to provide significant guidance as

to the Memorial Hermann way of hospital operations. She helped me overcome any barriers or roadblocks when it came to acquiring what I needed to execute contracts and other activation components to get the hospital open on time and under budget.”

 

New Orleans East was completely different. The hospital was built with ...

 

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A template for change: Continual transformation is a must for leaders

By | January 8 th,  2019 | change management, Changing Face of Healthcare Leadership, change agents, transformational leadership | Add A Comment

Atrium Health’s Gene Woods provides guidance for enacting a ‘relentless pursuit of excellence’GeneWoods-Headshot

 

At a recent Modern Healthcare gathering on transformation, Atrium Health CEO Gene Woods gave an impassioned presentation on how health systems need to evolve and reinvent themselves. Yet he also says continual transformation is something he and his leadership team must take to heart themselves.

 

“In my 27-year career, the field is changing faster than any of us anticipated,” he says in an interview. “Just look at Medical knowledge and how it is now doubling every several months. This is just one small example of why it’s so important for healthcare leaders to be learning, and that’s what my team and I have been doing. It’s probably been more intentional than anything I’ve ever done.”

 

A quote from leadership expert and former GE chairman Jack Welch is something Woods can quote from memory on this topic: “If the rate of change on the outside exceeds the rate of change on the inside, then irrelevance is near.”

 

Thus, among other actions, Woods and his team have created an ongoing series of what he calls “Home and Aways,” where successful and innovative healthcare organizations visit Atrium to share best practices, and Atrium leaders travel to other healthcare companies to do the same.

 

The exchanges benefit the organizations, but also serve as leadership development exercises for the teams involved. Managing change is high on a CEO’s list these days, and organizational leaders must be painstaking in making sure their teams are aligned. That, in part, has led to a rise in the use of executive team performance training.

 

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How other industries adapt to change

 

But Woods’ interest in transformation doesn’t stop at the boundaries of the healthcare industry. “Sometimes, we can be insular as a field,” he says, “and not recognize what other fields are doing as they’re adapting to change.”

 

So, Woods leans on his board chair, Ed Brown, to help him and his senior leaders learn from other industries as well.  Brown put together the financing for the new stadium that is home to NFL’s Carolina Panthers. Brown currently serves as CEO of Hendrick Motors, the most recognized brand in auto racing, and Woods notes that the entire auto industry is going through transformation as well.

 

“The key thing,” Woods says, “is being more intentional, not just around what’s happening with other health systems throughout the country but looking at what’s happening in other industries and how they have adapted over time.”

 

Forward thinking is part of what has made Woods, the former chair of the American Hospital Association, one of the most influential CEOs in the country. Even when he took the reins of Atrium two years ago (then known as Carolinas HealthCare System), he left no stone unturned in examining and reinventing a historically successful organization.

 

“I think the changes we’re making are about how to continue to position ourselves to be successful for the next decade and beyond,” he says. “Standing still is not an option. Standing still is going backwards. And so, we continue this relentless pursuit of excellence. That requires that we continue to make changes. The resiliency in the face of change is something I’ve really been proud of in our team.”

 

Examining one’s own leadership

 

Woods says he expects just as much openness to change in himself as he does in the Atrium team.

 

“My philosophy is this: No matter how accomplished of a leader you are, no more than 60 percent of your experience will be relevant to your new organization; there’s probably 40 percent that you have to learn and digest. That keeps you a bit humble and keeps you in a listening mode,” he says.

 

A leader who goes into a new position simply planning to share their vaunted experience “may miss some of the cultural cues,” Woods adds.

 

For reasons such as these, an increasing number of ... 

 

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