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Deborah Bowen’s purposeful leadership sets tone for ACHE members

By | June 21st, 2017 | Blog | Add A Comment

 

Deborah Bowen: “I believe information is power. If I know something, I can do something about it. If I don’t, then I’m vulnerable and I don’t have the ability to know what I need to be working on.”

 

One in a series of interviews with Modern Healthcare’s Top 25 Women in Healthcare for 2017. Furst Group and NuBrick Partners, which comprise the companies of MPI, sponsor the awards.

 

Deborah Bowen, president and CEO of the American College of Healthcare Executives, is leading with purpose.

 

The most recent evidence is the coveted Baldrige Gold Award for the state of Illinois that ACHE recently earned, one of only 12 such organizations to be named out of 270 applicants. ACHE now moves on to consideration for the national award, which recognizes performance excellence.

 

“Having ways to improve our organization in a more systematic way is important to me,” says Bowen. “But let’s be clear – the members own the organization. The board and I have the privilege of serving our members in ways that advance the field.”

 

For more than 40,000 members that ACHE represents, having a clearly delineated plan is important. Bowen and the board recently expanded on that with strategic initiatives that focus on “leading for diversity, leading for safety, and leading for value,” Bowen says.

 

  • On diversity and inclusion: “I’d love to see a more diverse leadership community in the future because we know our leadership ranks in management and in our boardrooms don’t look like the populations we’re serving.”
  • On safety: “If we could eradicate preventable harm, that would be tremendous.” ACHE is, in fact, partnering with the Institute for Healthcare Improvement/National Patient Safety Foundation Lucian Leape Institute (IHI/NPSF LLI) on a practical playbook for executives to enable cultures of safety, which is key to reducing errors within their health organizations.
  • On value: “Regardless of what happens with the ACA/AHCA, we’re going to be in a value-driven climate. It’s going to be about cost and quality and the core of what leaders do.”
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    Having a purposeful approach to one’s career also is part of the ACHE banner, and Bowen exemplified that when she returned to ACHE as the chief operating officer from a different industry and looked at what she would need to do if she wanted to be considered as a successor to renowned industry leader Tom Dolan, ACHE’s CEO at the time.

     

    “I hired a coach about two years before Tom retired,” Bowen recalls. “I did a qualitative 360 assessment where I had former board members, former ACHE chairs and a few staff members do interviews with the coach and then tell me a little about what they saw in my strengths and areas for development.”

     

    That not only showed initiative, but courage and transparency.

     

    “I believe information is power,” she says. “If I know something, I can do something about it. If I don’t, then I’m vulnerable and I don’t have the ability to know what I need to be working on. Self-awareness is very, very important.”

     

    But Bowen didn’t stop there.

     

    “I knew that, as COO, I already had the operational experience,” she says. “But if I wanted to be a candidate for the position of president and CEO, I knew I would need to get more credibility and experience in the external skills. So, I started sitting on a few boards, and I signed myself up for more public speaking where I would be pushed to do more things and provide more insights about the industry.”

     

    In strategic terms, Bowen took more risks in her leadership. That, in turn, encouraged her to take more risks. And achieve more success. “Taking risks,” she says now, “gave me strength and experience and insight.”

     

    But from her vantage point, Bowen sees that ACHE members need to do more to become the leaders that the industry needs.

     

    “We’re in the career planning business,” she says. “We’ve done surveys on this very topic, and only 28 percent of executives have a career plan. People need to devote as much time and seriousness to their own careers as they do to everything else in their worlds.”

     

    Now that she is leading ACHE, Bowen says she is more aware than ever of the power of her words – so she tries to use them sparingly.

     

    “One of our former chairmen, retired Major General David Rubenstein, used to write the initials ‘LWLW’ on the back of his name tent before every Board meeting, and I never understood what it meant. So, I asked him,” she says.

     

    “He said, ‘When you’re the general, people look to you for their cues, so the initials reminded me to, ‘Listen. Wait. Listen. Wait.’ If I wait, someone will break the silence and talk; then, I am in a better position to listen. But if I’m the first to talk, then I’m doing all the talking and directing them to my answer.’ ”

     

    Rubenstein’s story has stuck with Bowen.

     

    “I think that’s very powerful,” she says, “because if you’re talking all the time, you’re not listening; and if you’re not listening, you’re not learning.”

     

    Listening is especially important in healthcare, a profession that’s about compassion and assistance, Bowen adds.

     

    “I really do believe that healthcare leaders are special that way. They have the heart and soul to make a difference in the field.”

     

     

    SIDEBAR: Lessons from the big city

     

     

    Deborah Bowen grew up in Park Ridge, an affluent, middle-class Chicago suburb. However, she became aware of disparities at a young age – through their church, Bowen’s mom gave piano lessons to African-Americans who lived in an economically challenged section of Chicago. When some students would occasionally visit the Bowen home for lessons, some people in the neighborhood didn’t take kindly to it. That disappointed and angered Bowen, and gave her an early determination to make a positive impact in the world.

     

    As the first member of her family to attend graduate school – and one with a lineage that included many entrepreneurs – the future was full of wide-open vistas and possibilities. Like many young people, she was unsure what field to go into. She considered teaching French. She also took acting lessons in Chicago, which set the scene for self-discovery.

     

    “I came downtown for the lessons, during which I found out I was a lousy actress,” she says with a laugh. “But I also saw a lot of homeless people in the city, and I became painfully aware of the need and opportunities to help others.”

     

    So, Bowen decided on psychology as her major. She earned a graduate degree in social work and started to work with heroin addicts one on one. Eventually, through employment at the Wisconsin Medical Society, she saw she could help more people if she was able to influence public policy and the systems that support people. That began a career that has led her to the helm of ACHE.

     

    “It’s that ripple effect that John F. Kennedy talked about,” she says. “If you find the right stone, you can make large ripples.”

     

     

     

     

    Former ACHE chair Christine Candio charts a nimble, independent course for St. Luke’s Hospital

    By | April 11th, 2017 | Blog | Add A Comment

     

    Christine Candio: “To be an effective leader, you need to always keep an ear to the ground and an eye to the future.”

     

    One in a series of interviews with Modern Healthcare’s Top 25 Women in Healthcare for 2017. Furst Group and NuBrick Partners, which comprise the companies of MPI, sponsor the awards.

     

    In the St. Louis area, St. Luke’s Hospital is the only independent hospital – and President and CEO Christine Candio is OK with that.

     

    “I have always believed there is a place for independent organizations,” she says. “The differentiator for St. Luke’s is it is a large, advanced community hospital, and we have a strong network of care throughout two counties. That makes a difference. We have the entire continuum of care – including our own skilled nursing facility.”

     

    But that doesn’t mean St. Luke’s isolates itself, Candio notes.

     

    “We are collaborators, which enables us to continue enhancing the services we provide our patients to improve the health of the community. St. Luke’s is the exclusive St. Louis affiliate of Cleveland Clinic’s Sydell and Arnold Miller Family Heart & Vascular Institute, which we’re very proud of,” she says. “We also continue to expand our imaging services through a partnership. And St. Luke’s Rehabilitation Hospital is a joint venture with Kindred Healthcare. We are also starting to belong to different clinically integrated networks.”

     

    Having said that, Candio admits that independent hospitals need to regularly evaluate themselves and their objectives.

     

    “There are some key questions that independent organizations need to continually reflect on, and we do that here,” she says. “Do you have the essentials to remain independent? I believe we do. Do you have collaborations and partnerships? Yes. Are you trying to be all things to all people? No, we’re not.”

     

    Being independent, says Candio, keeps the organization flexible, a point she lightens with a reference to a couple nostalgic Claymation characters from TV.

     

    “We best serve our patients being nimble and responsive to our community’s needs,” she says. “You have to be like Gumby and Pokey – bendable and pliable. We have that here.”

     

    As the former board chair of the American College of Healthcare Executives, Candio has been a national leader among her peers for many years. She lived on the East Coast most of her life but found the opportunity at St. Luke’s too good to pass up.

     

    “First and foremost were the quality outcomes of the organization. That was key,” she says. “The independence of the hospital was an attraction as well. I like to say that we are our own system with one hospital, and our team member engagement is phenomenal. Each individual here is so committed to serving our patients and their families and caring about one another. We have exceptional medical professionals; the teamwork among them is stellar.”

     

    Through her work at ACHE, Candio brought a national perspective to the organization. And national attention has followed.

     

    St. Luke’s has the best safety score of any St. Louis-area hospital in Consumer Reports’ ratings of U.S. hospitals.

     

    “I do believe that, as a healthcare industry, we are always on a constant journey of improvement, and we have to focus on zero harm,” she says. “Human beings make mistakes. As leaders, we have to ensure that we have all the right systems in place and a strong platform for people to work effectively and safely. When mistakes happen, we have to first look at where the process failed and go from there.”

     

    St. Luke’s was already a strong and safe organization when she was appointed president and CEO in January 2015, she says. “But my philosophy is always, how can we get stronger and not rest on our laurels?”

     

    Candio’s leadership is imbued with her early years of experience as a nurse and a nursing leader. “To be an effective leader, you need to always keep an ear to the ground and an eye to the future,” she says. “I keep an ear to the ground through rounding with purpose – talking with our team members and our patients. It’s amazing what you learn when you take the time to do that.”

     

    She also participates in monthly meetings with a rotating group of about 20 staff members in nonmanagerial roles to update them about what is going on at St. Luke’s and to provide an open forum for feedback. She tries to travel to all of St. Luke’s locations in the sprawling St. Louis metropolis as well.

     

    Like many clinicians turned leaders, Candio says she moved into administration because she wanted to have a positive impact on a broader population of people. Her own experience as a hospital patient as a child spurred her desire to serve. She was even what was then called a “candy striper” hospital volunteer as a youth. The influence of those years has not left her.

     

    “We are honored to work in healthcare – it’s a blessing,” she says. “People are letting you into their lives during their most vulnerable times, and that is a sacred honor. That has always touched me.”

     

     

    SIDEBAR: Cheering on the home team

     

    Christine Candio’s biggest adjustment in St. Louis has nothing to do with healthcare.

     

    It has to do with setting aside a place in her heart for a sports team besides the Boston Red Sox.

     

    When she was jokingly asked at the end of her St. Luke’s job interview, “What’s your favorite baseball team,” the words, “Boston Red Sox” passed her lips before she even had time to think.

     

    Some in the room looked surprised. Candio closed her portfolio and joked, “Well, I guess this interview is over.”

     

    So, when she and her husband were picked up for dinner that evening by the physician who had asked the question, two St. Louis Cardinals caps were waiting for them in the back seat.

     

    “It was priceless,” she says. “I do root for the home team now.”

     

     

     

     

    Furst Group principal Deanna Banks to speak at ACHE

    By | March 24th, 2017 | Blog | Add A Comment

     

    Deanna Banks speaks on talent solutions in healthcare at the ACHE Congress on Tuesday, March 28, at the Hilton Chicago.

     

    Deanna Banks, principal of Furst Group and a longtime mentor to many healthcare executives, will be one of the presenters for “Executive Search in Healthcare,” a seminar scheduled as part of the 2017 Congress on Healthcare Leadership on Tuesday, March 28, in Chicago.

     

    Joining Banks as a presenter will be Stephanie J. Underwood of Tyler & Company and Barry R. Cesafsky of CES Partners Ltd. The trio will share their personal perspectives on why some executives are chosen repeatedly for new and better jobs while others are overlooked.

     

    The session is scheduled from 10:45 a.m. to 12:15 p.m. at the Hilton Chicago. The Congress is presented by the American College of Healthcare Executives.

     

    Banks joined Furst Group’s East Coast practice as a vice president in 1998, was promoted to a Principal in 2006, and now has an ownership interest in Furst Group. Deanna founded the firm’s Washington, D.C., office where she serves a national client base, placing executives and providing talent counsel to many of the premier health systems and health plans in the country.

     

    For more information on American College of Healthcare Executives Congress, visit www.ache.org/congress.

     

     

     

    ACHE report on diversity: The more that things change…

    By | October 9th, 2015 | Blog | Add A Comment

     

    ACHE's report on diversity and inclusion in healthcare leadership shows the industry still has a long way to go.

     

    Every five or six years, the American College of Healthcare Executives conducts a new survey on diversity and inclusion in healthcare as it relates to leadership of our industry.

     

    Its new report, by Leslie Athey, starts with a pretty candid preamble, essentially saying, “We’ve been talking about the lack of diversity at the top in healthcare for years. Why another survey?” Then it answers its own question: Because things haven’t changed.

     

    According to the survey, racial and ethnic disparities are very much alive in the healthcare industry today. African-American respondents indicate their salaries are lower than those of their white counterparts. “Further,” says ACHE, “minority respondents were less likely to report that race relations in their organizations were good and more likely to report their careers had been negatively impacted by discrimination.”

     

    The article can be found in the September/October issue of Healthcare Executive magazine. For the full special report, click here.

     

    ACHE notes that strides have been made, but there is still a long way to go. That’s also the reason we continue to sponsor the Top 25 Minority Executives in Healthcare and the Top 25 Women in Healthcare awards for Modern Healthcare. We haven’t arrived yet as an industry. The message still needs to be repeated. Leaders of healthcare organizations should reflect the communities and members they serve; statistics show that companies with diverse leadership perform better than those that don’t. It’s as simple as that.

     

     

     

     

    ACHE’s Deborah Bowen: Healthcare leadership is still about people trying to make a difference

    By | August 18th, 2015 | Blog | Add A Comment

     

    Deborah Bowen: “My legacy, I hope, is going to be all about building the culture of ‘and.’ ”

     

    One in a series of interviews with Modern Healthcare’s Top 25 Women in Healthcare for 2015.

     

     

    Deborah Bowen guides one of the most influential associations in healthcare, but her complex work with C-suite leaders is rooted in a simple desire: to change people’s lives for the better.

     

    As the president and CEO of the American College of Healthcare Executives, Bowen heads an enterprise that assists administrators in developing their abilities to lead their organizations. Its Fellow certification (FACHE) is one of the most respected designations in the halls of a health system and its annual Congress is one of the industry’s biggest draws. But Bowen says she herself is drawn to the servant leaders she sees all around her.

     

    “I think one of the great things about this profession and this field,” she says, “is that I’ve always found the people in it are very dedicated to giving back. I think we all come to it from a place of trying to make a difference in whatever way we can.”

     

    Bowen began her career as a social worker dealing with some of the toughest issues out there – drug addiction and alcoholism.

     

    “I started out working with heroin addicts,” she says. “That is a difficult line of business because people often don’t get better because they don’t have the right support networks. Some of them get detoxified, but then they’re going right back into the same environment that probably drove them to addiction in the beginning. That was the catalyst for me to say, ‘Maybe there is another way to do this work that might have more impact.’ ”

     

    She moved on to Wisconsin’s Department of Health and Social Services, where she gave grant money to programs battling drug abuse and alcoholism.

     

    “That’s where I started to learn a little but more about what it means to influence decision-makers,” Bowen says, “and if you influence decision-makers, you can potentially have a bigger imprint in changing policy.”

     

    Read more…

     

     

    Banks to speak on healthcare executive careers at ACHE Congress

    By | March 11th, 2015 | Blog | Add A Comment

     

    Deanna Banks speaks on talent solutions in healthcare at the ACHE Congress on Tuesday, March 17, at the Hilton Chicago.

     

    Deanna Banks, principal of Furst Group and a longtime mentor to many healthcare executives, will be one of the presenters for “Executive Search in Healthcare,” a lively symposium scheduled as part of the ACHE’s 2015 Congress on Healthcare Leadership on Tuesday, March 17, in Chicago.

     

    Joining Banks as a presenter will be Mindy Kairey of Russell Reynolds Associates. Dennis Kain of Tyler & Co. will moderate the session, which is scheduled from 10:45 a.m. to 12:15 p.m. at the Hilton Chicago, 720 S. Michigan Ave. The venue will be the Boulevard A-C room on the hotel’s second floor.

     

    Banks joined Furst Group’s East Coast practice as a vice president in 1998, was promoted to a Principal in 2006, and now has an ownership interest in Furst Group. Deanna founded the firm’s Washington, D.C., office where she serves a national client base that has placed executives at several of the top 25 hospitals consistently ranked by U.S. News and World Report. She has successfully placed enterprise leaders, regional presidents, chief executive officers, division heads, and operations, finance, human capital, and clinical leaders who are transforming the industry through their innovative leadership in this new era shaped by the Affordable Care Act.

     

    For more information on American College of Healthcare Executives Congress, visit www.ache.org/congress.