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| The Monthly Pulse |
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| Physicians Pivotal in Administrative Leadership at Health Systems and Hospitals
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| The Story |
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| In a recent roundup, HealthLeaders analyzed how physicians can play active roles in the administrative leadership of their organizations. For example, while Allegheny General Hospital is clinician-led with a practicing hospitalist serving as president, RWJBarnabas Health has nurse and physician leaders spearheading quality, safety, and patient satisfaction projects. Providence Newberg Medical Center invites physicians to serve as chairs for clinical departments, while Yuma Regional Medical Center appoints physicians as executive medical directors to oversee departments such as primary and surgical care. |
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| What You Should Know |
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| Throughout their interview series with CMOs titled “The Exec,” HealthLeaders has shed light on how physicians in administrative roles help to maintain clinical care as a topmost priority.
The leadership models showcased in this roundup illustrate the many ways physicians can take on administrative roles and can serve as inspiration for structuring various healthcare organizations.
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| More than 80% of healthcare executives say recruiting talent is a top business risk, report finds
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| The Story |
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| In a PwC report, 82% of healthcare executives declared talent retention the biggest risk factor to their business, compared to 71% of executives in other industries. While healthcare employment has started to recover, it hasn’t yet reached pre-pandemic levels. Coupled with factors such as inflation, staffing shortages are an especially challenging financial strain for the healthcare industry.
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| What You Should Know |
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| Healthcare executives are spending more on physician contract expenses than they did pre-pandemic to address staffing challenges, while others are investing in their own schools for clinical training and development. Others still are offering tuition reimbursement and leveraging automation to reduce administrative burdens on clinicians. Evolving legislation, both on state and federal levels, could also help to alleviate the strains from ongoing staffing shortages.
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| Want to 'Green' Your Healthcare Facility? It's OK to Start Small, Experts Say |
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| The Story |
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| Healthcare organizations have dozens of opportunities to conserve energy, and many strategies require minimal effort and can be implemented right away. From avoiding waste in operating room kits by ensuring only necessary items are included to discouraging unnecessary printing and shutting down workstations overnight, hospitals like Memorial Sloan Kettering are modeling simple ways to reduce energy waste. |
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| What You Should Know |
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| Minimizing the environmental impact of their healthcare organizations is an objective for many healthcare leaders, but initiatives to do so often require an investment of time that most executives don’t have. In addition to the small changes listed above, there are also resources available to healthcare organizations to make eco-friendly initiatives easier to implement. Tools like the EnergyStar Portfolio Manager, for example, can be utilized to provide a comparison of energy usage, which can help to inform a conservation strategy.
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| Leadership Reflections |
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Board Service
I have the privilege of serving on two non-profit boards. I’ve been reflecting on how meaningful this has been, particularly on my journey as CEO of CT Assist. I challenge you to identify opportunities to lend your expertise to a non-profit organization in your community. The following represents a collection of benefits.
Sharing Time and Expertise
While financial donations are important to non-profit organizations, the time and expertise of organizational leaders can be equally, if not more valuable. When actively engaging with non-profits, leaders share their knowledge, skills, and networks to drive meaningful change. Their experience in strategic planning, management, and problem-solving can promote competent governance, clarify expectations for the CEO or Executive Director, and ultimately, help to lay the foundation for organizational mission, vision, and values.
Networking and Relationship Development
Board service has not only allowed me to give back but has also provided a place for me to connect with a broader community of change-makers, creating a powerful network of social and professional support. Non-profit boards often comprise a diverse group of individuals from various industries, backgrounds, and professions. Collaborating with fellow board members has allowed me to establish meaningful connections with like-minded people dedicated to making a positive impact.
Personal Fulfillment and Growth
Beyond the external benefits, I have found personal fulfillment and growth through my involvement in non-profit organizations. Many leaders discover a sense of purpose by dedicating their time and resources to causes they are passionate about. This can lead to a greater sense of satisfaction and meaning in their lives, beyond the pursuit of financial success.
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| Becker's 11th Annual CEO + CFO Roundtable |
| Mon. Nov. 13 - Thurs. Nov. 16 |
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| National Center for Healthcare Leadership (NCHL) All-Member Conference |
| Mon., Nov. 13 - Wed., Nov. 15 |
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| NGPX 2023 - Next Generation Patient Experience |
| Tues., Nov. 28 - Wed., Nov. 29 |
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| ViVE - Where Digital Health Execs Go to Do Business |
| Sun, Feb. 25 - Wed., Feb. 28 |
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