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The Top 25 Women Leaders in Healthcare — 2021

By | February 15 th,  2021 | Modern Healthcare, Blog, diversity, Top 25 Women Leaders in Healthcare | Add A Comment

 

MH-Top25-WomenLogo-2021

 

Furst Group and NuBrick Partners are proud to sponsor the Top 25 Women Leaders, the awards program created by Modern Healthcare. This is our 13th year of sponsoring the program, which culminates in an awards gala that will be hosted virtually on July 23, 2021 in conjunction with the Women Leaders in Healthcare Conference (July 22-23, 2021).

 

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

 

2021 Top 25 Women Leaders in Healthcare 

Marjorie-Bessel

 

Dr. Marjorie Bessel,

Chief Clinical Officer, Banner Health

Tanya-Blackmon

 

Tanya Blackmon,

Executive Vice President, Chief Diversity, Inclusion and Equity Officer, Novant Health

Odette-Bolano

 

Odette Bolano,

President and CEO, Saint Alphonsus Health System

Mary-Boosalis

 

Mary Boosalis,

President and CEO, Premier Health

Bonnie Castillo

 

Bonnie Castillo,

Executive Director,  National Nurses United

Dr. Priscilla Chan

 

Dr. Priscilla Chan,

Co-founder, Co-CEO, Chan Zuckerberg Initiative

| View the Diversity Resource Library  
Marcy Doderer

 

Marcy Doderer,

President and CEO, Arkansas Children’s

Dr. Tamarah Duperval-Brownlee

 

Dr. Tamarah Duperval-Brownlee,

Senior Vice President and Chief Community Impact Officer, Ascension

Dr. Laura Forese

 

Dr. Laura Forese,

Executive Vice President and Chief Operating Officer, New York-Presbyterian

 

Tina Freese Decker

 

Tina Freese Decker,

President and CEO, Spectrum Health

 

Angela Hwang

 

Angela Hwang,

Group President, Pfizer Biopharmaceuticals Group

Catherine Jacobson

 

Catherine Jacobson,

President and CEO, Froedtert Health

Laura Kaiser

 

Laura Kaiser,

President and CEO, SSM Health Care

 

Read past profiles:

Laura Kaiser of SSM Health brings courage, conviction to questions around healthcare's future

Karen Lynch

 

Karen Lynch,

President and CEO, CVS Health

 

Read past profiles:

Diversity fuels Karen Lynch’s leadership at Aetna

Anne McCune

 

Anne McMune,

CEO,Carol Emmott Foundation

Dr. Rhonda Medows-1

 

Rhonda Medows,

CEO of Ayin Health Solutions, President of Population Health, Providence

Mikelle Moore

 

Mikelle Moore,

Senior Vice President and Chief Community Health Officer,  Intermountain Healthcare

| View the Diversity Resource Library  
Amy Perry

 

Amy Perry,

CEO, Hospital Division, Atlantic Health System

Mary Pittman

 

Mary Pittman,

President and CEO,Public Health Institute

Dr. Joanne Smith

 

Dr. Joanne Smith,

President and CEO, Shirley Ryan AbilityLab

Dr. Susan Turney

 

Dr. Susan Turney,

CEO, Marshfield Clinic Health System

Deborah Visconi

 

Deborah Visconi,

President and CEO, Bergen New Bridge Medical Center

Heather Wall

 

Heather Wall,

Chief Commercial Officer, Civica Rx

 Kate Walsh

 

Kate Walsh,

CEO,Boston Medical Center

Pat Wang

 

Pat Wang,

President and CEO, Healthfirst

 

 

2021 Luminaries 

 

Gail Boudreaux

 

Gail Boudreaux,

President and CEO, Anthem

Screen Shot 2021-02-15 at 10.43.28 AM

 

Dr. Laurie Glimcher,

President and CEO, Dana-Farber Cancer Institute

Nancy Howell Agee

 

Nancy Howell Agee,

President and CEO, Carilion Clinic

 

Read past profiles:

Sticking your neck out: Servant leadership in practice

Nancy Howell Agee and her team help rejuvenate a region with Carilion’s success

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

 Dr. Penny Wheeler

 

Dr. Penny Wheeler,

CEO, Allina Health

 

Read past profiles:

Even in value-based care, leaders of varying backgrounds can thrive

   

 

 

2021 Women Leaders to Watch 

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

 

Dr. Mary Jo Cagle

 

Dr. Mary Jo Cagle,

Chief Operating Officer, Cone Health

Dr. Amy Compton-Phillips

 

Dr. Amy Compton-Phillips,

Executive Vice President and Chief Clinical Officer, Providence

Kizzmekia Corbett

 

Kizzmekia Corbett,

Research Fellow, National Institutes of Health

Patricia McClimon

 

Patricia McClimon,

Senior Vice President and Chief Strategy Officer, Nationwide Children's Hospital

| View the Diversity Resource Library  
Kristin Myers

 

Kristin Myers,

Executive Vice President and Chief Information Officer, Mount Sinai Health System

Dr. Claire Raab

 

Dr. Claire Rabb,

Senior Vice President and Chief Clinical Officer, Temple University Health System

Dr. Debbie Salas-Lopez

 

Dr. Debbie Salas-Lopez,

Senior Vice President, Community and Population Health, Northwell Health

Roberta Schwartz

 

Roberta Schwartz,

Executive Vice President, Chief Innovation Officer, CEO/Houston Methodist Hospital

Dr. Lacy Smith

 

Dr. Lacy Smith,

Chief Operating Officer and Chief Medical Officer, Cahaba Medical Care

Devon Valencia

 

Devon Valencia,

Chief Information Officer, CareSource

| View the Diversity Resource Library  

 

For more information, click here.

Creating a Roadmap to accelerated team performance

By | January 5 th,  2021 | Lean leadership | 2 Comments

Roadmap

 

Team alignment and performance can make or break your success as a leader. Linked to everything you aim to achieve, team performance proves to be one of the most elusive challenges to decode.

 

Since team effectiveness isn’t episodic or based on a particular event it can be overwhelming to approach. It’s similar to getting in shape. You don’t go to the gym and expect to be in shape within a day or even a week – this would just leave you overworked and sore. The same is true of becoming a high performing team – it’s a process that takes courageous effort.

 

Map out the journey to accelerated team performance by asking three simple questions ...

 

1 Where are you now?

 

Understanding the current state of your team and its culture can be challenging. If you have been on the team for some time, you probably have existing views and knowledge of your specific team dynamic and skill sets, as well as a good idea of the broader company talent and its culture. If you’re new to the team or the organization, you may have a high-level understanding of these things, but, in either situation, you probably don’t have the full picture.

 

Step back and take the time to listen, observe, and understand the big picture before making long-term, strategic plans. Your plans must consider:

  • Organizational objectives and goals
  • Culture from both macro (organization as a whole) and micro
    (your team’s unique culture and how it fits into the broader one)
  • Team effectiveness, strengths, weaknesses, etc.
  • Individual team member gaps and expertise

Cutting through bias and organizational baggage can make it difficult to get to the truth. It’s best to start with performance data first. Then, schedule time to talk with key stakeholders from various departments that interact with your team often. Listen for the stories that can help you get to the heart of your team’s challenges and help make clear the reality of expectations others throughout the company have for your team’s performance.

 

Once you feel you have a good grasp on this, schedule a time to meet with each of your team members individually to know them a bit better. What motivates them? How do they define their strengths? What do they identify as their areas for development?

 

Then, bring them together as a team. Provide opportunities for them to bond and deepen their understanding of one another.

 

Research has shown that teams with a sense of identity and purpose have a stronger sense of psychological safety, which allows them to outperform teams that lack empathy and safety. Consider adding a layer of science to your process by introducing assessments like the Hogan Assessment, Myer’s Briggs, or DiSC to provide additional insights on how individuals behave under stress, how they prefer to communicate, and how you can empower the team to work more effectively together.

 

2 Where do you need to be?

 

Armed with your new knowledge, you can develop a roadmap for executing on the goals you have put in place. It’s imperative to link your vision for supporting organizational goals with your strategy for execution so that your team members can easily connect it to their daily objectives. This allows them the latitude and knowledge to make sound decisions and take calculated risks.

 

But before they can take action, you’ll need to outline the challenges, gaps, and strengths your team will encounter during execution of the plan. Consider the following possible approaches to aligning your team around your vision:

  • Clarify or reconfigure roles to leverage strengths
  • Add a new role to fill gaps and/or free up time for existing team members to shift their focus
  • Design stretch assignments for those that need more exposure
  • Outline and set completion goals for any development that’s needed

Setting expectations and clarifying roles will enhance your team’s sense of purpose and ultimately affect their ability to increase their performance. Now, you can set your sights on the future.

 

3 How will we get there?

 

With goals and execution strategy set, as well as role clarity and development plans in place, the final step is to create a roadmap for how the team will work together. Start by having a team discussion about how you will work differently together a year from now. Ask questions like:

  • What will team meetings look like?
  • How will we leverage differently our strengths?
  • What will success look like?
  • What challenges to achieving our goals do we foresee?
  • How will we overcome them?

Then, work together to define your rules of engagement and your core purpose. Also, decide how you will measure success. It’s best to create goals that have objective metrics attached, otherwise you may find it tough to determine what worked and what didn’t. Be sure to set a cadence for checking in on your goals. Creating milestones as part of your roadmap will give you ample time to adjust course and amp up in any areas that are lagging behind.

 

Your team’s performance will benefit from consistent updates to the roadmap and keep everyone on track. Many things create speed bumps, which will slow your process, but if you have the psychological safety to be vulnerable and work as a team you will easily maneuver through to success.

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Search Insights Report: UC Davis Health – Chief Strategy Officer

By | May 28 th,  2020 | Healthcare Executive Search, Search Insights | Add A Comment

UC Davis Health partnered with Furst Group to find a Chief Strategy Officer to continue moving the organization forward by advancing its focus on building stronger community partnerships and affiliations. As a leading national academic health system, UC Davis Health is ranked among the Top 10 medical schools in the United States, the Top 30 for medical centers, and the Top 50 for schools of nursing.

| View Search Insights Report

Mapping the Role

 

Defining success is an integral part of identifying the ideal candidate profile. Beyond the description of the position itself, it is important to develop a deep understanding of the culture and the needs of the organization, while also considering the specific factors and support needed for the executive leader to achieve the desired outcomes.

 

For UC Davis Health, success was crucially dependent on finding a strategic executive who had the competencies and operational experience to design and execute a new clinical strategy within the distinctive pace and cadence of an academic health system and subsequently drive the evolution of the organization’s culture over time.

 

Navigating the market

 

Strategy executives are in high demand. These leaders, however, are acutely decisive when considering their next opportunity. Employing an intentional, informed approach to the market allowed potential candidates to match their style to that of the organization in several key categories, including risk tolerance, agility, and propensity to innovate.

 

Slate Dynamics

 

The strong partnership between Furst Group and UC Davis Health provided a solid, targeted approach to the competitive Chief Strategy Officer talent market and produced a highly dynamic candidate slate that included leaders with for-profit experience in complex markets and varied experience in all facets of academic institutions, as well as high-potential candidates ready to step-up in their careers. Click the link below to view the report for statistics and insights: 

| View Search Insights Report

Installation and Onboarding

 

Within many of our C-level searches, we embed our sister company, NuBrick Partners, from the start to assist with the selection and installation of the new leader. NuBrick’s expertise in leadership development and executive team performance minimizes the potential disruptive impact of transitioning a new leader into an organization. It also accelerates the leader’s immersion and cohesion into the culture and the team, translating into higher success rates and reduced time to results. Review the Search Insights Report for more information.

 

 

Search Insights Series: Chief People Officer for BJC HealthCare

By | April 23 rd,  2020 | Search Insights | Add A Comment

Furst Group recently had the privilege of partnering with BJC HealthCare in their search for an executive leader to serve as their new Chief People Officer. As one of the largest nonprofit, integrated delivery healthcare organizations in the country with a goal of being the national model in patient advocacy, clinical quality, medical research, financial stability, and employee satisfaction, BJC HealthCare was looking for an experienced, transformational HR leader to serve as a strategic partner on its executive team.

 

Led by Furst Group Vice President, Jessica Homann, this search would not only replace the retiring CHRO, but also redefine the role to support the evolving needs of the organization. By leveraging the unique market insights of our team, along with the role design intelligence of our sister company, NuBrick Partners, we were able to define a solid talent success profile to identify, attract, and assess ideal candidates.

 

| View Insights Infographic

 

The position required a forward-thinking, innovative and strategic HR leader. We explored various approaches to contrast the roles and objectives between a Chief Human Resource Officer (CHRO) versus Chief People Officer (CPO). This allowed our client, BJC HealthCare, to make informed decisions about the type of contemporary leader they needed and how that executive would integrate into their current organizational structure to bring critical value to their immediate and long-term initiatives.

 

Sharing the insights we captured during our interactions with the market is part of our commitment to providing an exceptional client and candidate experience. View the infographic below to find out more about the market trends and role design insights that came out of this search including:

  • Key differentiators between CHRO and CPO roles and objectives
  • Titles and educational backgrounds of candidates
  • Unique experience that 73% of candidates had acquired
  • The strong diverse candidate representation we were proud to bring forward

New call-to-actionAs the search concluded, BJC HealthCare was able to make informed decisions about the type of contemporary leader they needed, and how that executive would integrate into their current organizational structure to bring critical value to their immediate and long-term initiatives. They chose Jackie Tischler as their new Chief People Officer.

 

“The opportunity to partner with BJC and their outstanding executive leadership on the design and recruitment of this role was phenomenal. Jackie’s strong background in transformation and innovation will enhance the team and the overall success of their organization,” said Furst Group Vice President, Jessica Homann.

 

 

Best Practices for Virtual Panel Interviews

By | April 15 th,  2020 | executive search, Video Interviewing, Virtual Meetings | 1 Comments

Video conferencing software makes virtual panel interviews possible in this age of social distancing. But the experience of interviewing remotely presents some unique challenges for both hosts and participants, not present with a live panel.

 

As a virtual meeting host, your goal should be to create an experience that is the next best thing to meeting in person. Your virtual meeting should give candidates a true sense of your organization’s culture and help your leaders shine, all within the confines of a small video window. Participants want to engage with the group despite the social separation and technical limitations.

 

Here are some valuable lessons and best practices we’ve learned for hosting and participating in virtual panel interviews. The infographic below offers our helpful tips on setup and logistics, facilitating the meeting, and creating engaging interactions between your team and the interviewee.  

 

For additional resources on hosting and participating in video interviews, check out these helpful tools.

 

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Best Practices for Hosting and Participating in Video Interviews

By | March 26 th,  2020 | executive search, Video Interviewing, Virtual Meetings | Add A Comment

Interviewing is challenging in any environment, but when it happens in a virtual environment, new and different obstacles arise. More than 20 years ago, our organization invested in an infrastructure and culture that supports a mix worked environment with remote work capabilities, so engaging people and teams via video conferencing is very familiar to our team.

 

Considering the dynamic times we are all currently navigating, our team gathered up all of our tips and advice on conducting stellar video interviews and created these helpful infographics as a resource for organizations and teams hosting video interviews, as well as a resource for candidates participating in them.

 

Stay tuned for an additional infographic on conducting panel or group interviews

 

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9-Steps for Improving Executive Team Performance

By | March 6 th,  2020 | Leadership Development, Executive Team Performance, Executive Leadership Team | Add A Comment

Behind every great CEO is an effective executive team. Investing in your leadership team is crucial to the success of an organization, especially in an industry as multifarious and network-reliant as healthcare.

 

As CEO, your executive leadership team (ELT) acts as the nucleus of a complex and integrated system, through which you can govern and guide accordingly. Each member of the team is your liaison for driving results throughout every department. When melded properly, an empowered and synergetic leadership team is the key to running a successful operation.

 

Mobilizing your team is the start to a strong and prosperous system. Most CEOs inherit their ELT -- and often it is brimming with sharp, experienced professionals. But the best teams are greater than the sum of their parts. Executive harmony is the new competitive edge.

 

Building an all-star leadership team is a learning process. Real results aren’t measured in a day. Substantial growth happens with transparency and time.

 

Here is what that process looks like:

 

Step 1: Listen and Observe

 

Take time to listen, observe and understand. Talk to stakeholders of all levels -- even those outside of the organization. Pay attention to common narratives that define present climate and culture. What are the current expectations, challenges, and opportunities?

 

Step 2: Invest in exploratory discussions

 

To find common ground, promote discourse both one-on-one and in groups. Teams that can connect to a unified identity, security, and purpose more easily meet goals and exceed expectations than those that lack consensus.

 

Step 3: Set goals

 

Introduce personal assessments to gauge motivators, inhibitors, and other indicators of job performance. Make sure your team understands that these are not for evaluation, but to empower strengths and align goals.

 

Step 4: Get to know your team

 

Identify personality types, leadership styles, and communication techniques. Distinguishing these characteristics and organizing them promotes comfort through transparency and will help you build the foundation for a successful leadership team.

 

Step 5: Build trust

 

Encourage vulnerability and honesty to promote trust and strengthen relationships across your team. Instill confidence and passion by drawing clear connections between your strategy, the organization’s mission, and the team’s unified sense of identity. Your team needs to believe in themselves, as well as in your vision, as much as you do. In any effective organization, thoughtful strategy is dependent on passionate execution.

 

Step 6: Clarify your goals

 

Use the knowledge gained from your assessments to clarify goals, configure (or reconfigure) roles, and set reasonable, measurable expectations. Pivot individual skills as needed to enhance group performance.

 

Step 7: Embolden your leaders

 

Encourage your team to work outside of their silos. Cross-communication and collaboration are powerful assets within your leadership toolbox. Energize your team to engage above, below, and across the organization to achieve the best possible outcomes in every situation.

 

Step 8: Think to the future

 

Discuss what your team could look like a year from now. Address uncertainty, ask questions, engage in dialogue, and push boundaries. Visualizing the best-case-scenario early on will keep you and your team goal-oriented and respect the big picture when dealing with day-to-day decision-making.

 

Step 9: Build your plan

 

Use the information gathered through the previous steps to start building your game plan. Consider the core purpose, rules of engagement, and benchmarks for measurement. The executive leadership team is your touchpoint to the entire organization. Acknowledge and harness individual strengths, calibrate effective leadership strategies, and cultivate a sense of identity, purpose, and connection to the team and the organization as a whole.

 

This process and the path you set out on looks different to every organization, every team, and every member. A truly impactful ELT believes in a unified vision that elevates each leader to harness and integrate individual strengths to the betterment of the group’s mutual success. With collective synergy, a solid foundation, and dynamic guidance, your executive leadership team will grow together and maintain a sharp edge over the competition.

 

For a more in-depth look at this process -- including a three-phase expansive journey on assessing, building, and fine-tuning your executive leadership team -- read the CEO Primer: Accelerating Executive Team Performance.

 

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

 

top25_minority leaders_RGB

 

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

 

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

Genevieve Caruncho-Simpson

Genevieve Caruncho-Simpson,

President and Chief Operating Officer, 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

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,

CEO, Ayin Health Solutions and President of Population Health, Providence

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 Shrestha,

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

Eugene 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

 

    

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?

 

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