Issue link: https://beckershealthcare.uberflip.com/i/1034012
73 73 CEO / STRATEGY 12 healthcare leaders share their daily mantras By Kelly Gooch B ecker's Hospital Review asked readers to share their daily man- tras. Readers shared messages they live by, as well as their own ways of approaching each day. Read about their daily mantras below. Heather Brace Senior Vice President and Chief People Officer of Intermountain Healthcare (Salt Lake City) "I love mantras and always have a guiding phrase or two to lead me through my day. A few of my favorites are: 1. We are better, together. 2. Sometimes the hard thing and the right thing are the same. 3. If you can't change it, change the way you think about it." Robert Brooks COO of Erlanger Health System (Chattanooga, Tenn.) "Always do what's right for the patient." Susan Grant, DNP, RN Executive Vice President and CNO of Beaumont Health (South- field, Mich.) "Keep moving, express gratitude and laugh." Jan Keys, DNP, RN Chief Nursing Executive of Erlanger Health System (Chattanooga, Tenn.) "My daily mantra upon waking up is to remind myself to focus, soar above the fray and meet people where they are to make a difference. My prayer of focus is to look to the future and realize that the decisions that I make today will touch lives of those at this moment and those in the fu- ture; remain an elevation above the distractions and noise: keep focused on what needs to be done today to get to the intended future; appreciate that everyone is not 'there' yet. Meet them where they are [and] lead [them] as a servant and guide them to a place where they can make a difference." Michael Pulido COO of Mosaic Life Care (St. Joseph, Mo.) "My daily mantra is consistent with my personal vision of 'being insig- nificantly significant to all those I encounter.' is allows me to focus on others from both a service and situational leadership-oriented approach." Randy Safady Executive Vice President and CFO of Christus Health (Irving, Texas) "Be happy. I love what I do, so I enjoy myself. I … go there [to work] with a passion so I can keep up and do it as long as I can." Deeb Salem, MD Co-Interim CEO and Physician-in-Chief at Tus Medical Center (Boston) "By failing to prepare, you are preparing to fail." (Benjamin Franklin) Bob Sutton President and CEO of Avera Health (Sioux Falls, S.D.) "My mantra is to always be present. I really focus on each person I encounter — to truly listen and interact. is helps me to more deeply connect with people, learn from them and share a vision for how we can come together to be part of something greater than ourselves." Cathy Townsend, RN, MSN-L CNO of Banner University Medical Center Tucson and South cam- puses (Tucson, Ariz.) "Be bold, be kind and be awesome." Jack Towsley President of Fluent Health, a subsidiary of Presbyterian Healthcare Services (Albuquerque, N.M.) "Have courage and be kind.' I know it's a little corny (from Cinderella), but it's something I say to our daughter in our family prayer every day. For me, it's a good reminder of what's important." Warner Thomas President and CEO of Ochsner Health System (New Orleans) "I really try to wake up every day thinking about how to make a differ- ence and make other people better. Part of my job as a CEO is to help facilitate and help others be able to do their job more effectively. I try to do that every day." Richard Zane, MD Chief Innovation Officer of UCHealth and Professor and Chair of Emergency Medicine at the University of Colorado School of Medicine (Aurora, Colo.) "Healthcare needs to be fundamentally disrupted. Embrace disruption and drive change to improve care for our patients and the next generation." n Healthcare turns to outside sources to lead marketing efforts By Alyssa Rege A record number of chief marketing officer job shifts have taken place during the first half of 2018, according to data gathered by global executive search firm Russell Reynolds Associates cited by Forbes. The search firm, which has tracked chief marketing of- ficer job moves for the past five years, reported nearly 200 CMOs changed jobs during the first half of the year. Along with a succession crisis and ongoing issues of gender parity among those appointed to the role, Rus- sell Reynolds Associates found the financial services and healthcare industries may not be the place for those looking to advance into the chief marketing officer role from their current role at their organization. In the past year, 8 percent of marketing-leadership appointments in the healthcare industry were internal promotions, a significant decrease from the 25 percent of appoint- ments during the second half of 2017, the report stated. The trend illustrates that both the healthcare and fi- nancial services industries largely gravitate toward hir- ing outside expertise to their top marketing positions. Roughly 73 percent of healthcare marketing leadership appointments came from outside the industry during the first half of 2018. Of all external appointments, 38 percent came from consumer-facing businesses, indi- cating healthcare organizations aim to bring a greater business-to-consumer marketing approach to their businesses. n