Worries of the health system CEO

Healthcare CEOs are facing similar issues across the country and within differently-sized organizations. What issues are keeping health system CEOs awake at night? In an August article, Becker’s Hospital Review listed ten of the top concerns, including: The extent of risk pushed to systems. Alliance efforts with best-in-class operators. A shrinking pool of acquisition candidates. [&hellip

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How do you accelerate a leader’s transition into their new role?

A leader’s ability to transition into a new role sets the tone for the organizations ability to achieve results.  Too often leaders are promoted into a new position because they did an excellent job at their old position.  For example, a physician is excellent clinically and therefore gets asked to step into Dyad or Triad [&hellip

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Executive alignment

What is the best investment a healthcare organization can make right now?  Leadership Coaching. The best investment an organization can make right now to get executive alignment is leadership coaching for their executives and leadership development for physicians.  In addition to behavioral competencies, two other topics that need to be included in healthcare coaching are:  nursing [&hellip

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Dyad leadership structures in healthcare

Dyad leadership structures continue to proliferate in the healthcare industry. Organizations are finding this is a great way to move physicians into senior leadership positions, immediately.  When paired with a seasoned leader the physicians have the privilege of perfecting their leadership skills in a safe environment while being in a meaningful position of authority.  The [&hellip

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The MACRA proposed rule

The Medicare Access & CHIP Reauthorization Act, known as MACRA, is a proposed rule issued in April 2016 by the Centers for Medicare & Medicaid Services (CMS). According to information from the AMA, the MACRA rule creates 2 different payment pathways for physicians—alternative payment models (APMs) and the Merit-Based Incentive Payment System (MIPS). Is this [&hellip

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Your organizational culture: does it have the ability to change?

A business or institution’s ability to change is largely determined by the health and vitality of its organizational culture and the effectiveness of its leaders.  Organizational culture represents the collective values, beliefs and principles of its members and is a product of such factors as history, product, market, technology, and strategy, and leadership.  It includes [&hellip

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Accelerating the results of newly hired / promoted physician leaders

When an individual assumes a new or different leadership role they have a 40% chance of failure. That’s a disturbing statistic. Health systems and hospitals across the country recognize the critical role that physician leaders must play in transforming care delivery and are, therefore, committing significant resources to the recruitment and/or promotion of physician leaders. Unfortunately, [&hellip

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How executive coaching bridges gaps in leadership training

A MEDI executive coach’s take on how coaching bridges the gaps that are sometimes left by leadership training: I am regularly reminded of the value of healthcare executive coaching together with training, and the differences between them.  I frequently hear from people who have attended wonderful training programs where they learn great things, and are [&hellip

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Creating a Powerful, Positive Impression… the Intentional Leader

We make major decisions about others at lightning speed… and them about us. In fact, we’ve read that people create 11 impressions in the first seven seconds of an encounter. The moment you meet someone – a new boss or colleague, a patient, etc. – his or her brain quickly goes to work sizing you [&hellip

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Board alignment in clinically integrated networks

Clinically Integrated Networks (CINs) and similar arrangements are popping up everywhere. The predominant types of CINs are Hospitals, Health Systems and Independent Practice Associations. Is your organization part of a clinically integrated network? If so, are you clear about the role of the governing board in relationship to the sponsoring and affiliated boards? And the [&hellip

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