Becker's Hospital Review

15 WOMEN'S LEADERSHIP 15 CEO / STRATEGY AdventHealth CEO amid Florida COVID-19 surge: 'I wouldn't hesitate to go to Disney' By Kelly Gooch T he same day Florida reported more than 15,000 new cases of COVID-19, the CEO of Altamonte Springs, Fla.-based AdventHealth said he would feel comfortable visiting Walt Disney World Resort, which has opened up two of its parks, according to CBS News. In a July 12 interview on CBS' "Face the Nation," AdventHealth CEO Terry Shaw was asked about the resort's reopening given that 48 Florida hospi- tals had reached capacity as of July 10. He told moderator Margaret Brennan: "So as a healthcare provider, my job is to help people do things safely. Whether it's NASCAR or Dis- ney, we have strategic alliances with those or- ganizations. We work very closely with them to help them determine a way to reopen and do that safely." "I will tell you, based upon the way Disney is approaching this — with limiting people in, doing all the screenings that they're doing, I'm — I personally am a Disney season tick- et holder. I wouldn't hesitate to go to Disney as a healthcare CEO — based on the fact that they're working extremely hard to keep people safe," he said. Mr. Shaw's interview occurred the same day Florida reported 15,299 new COVID-19 cas- es, which at the time was the largest daily case count set by any state since the beginning of the pandemic, according to NPR . AdventHealth has about 30 hospitals in the state, and its physicians and sports medicine experts provide support to help racers who are part of runDisney races through Disney theme parks, according to the health system website. e organization has been provid- ing this support for runDisney races for more than 25 years. AdventHealth also confirmed health system employees are taking temperatures at the gates of the theme parks and the entrances to Disney Springs. n Quorum is ready to grow after shedding 16 hospitals By Ayla Ellison B rentwood, Tenn.-based Quorum Health emerged from Chapter 11 bank- ruptcy in July. The for-profit hospital operator's newly appointed CEO says the company is now set up for growth, according to the Nashville Business Journal. Since spinning off from Franklin, Tenn.-based Community Health Systems in 2016, Quorum's hospital portfolio has shrunk. The company operated 38 hospitals in 2016 and is now down to 22. After years of downsizing, Quorum entered Chapter 11 bankruptcy in April. The company exited bankruptcy with a lighter debt load and a new CEO. The company's new CEO, Joey Jacobs, most recently served as chair and CEO of Franklin, Tenn.-based Acadia Healthcare. Under Mr. Jacobs' leadership, Acadia grew from seven behavioral healthcare facilities in 2011 to nearly nearly 600 facil- ities in 2018 when Mr. Jacobs departed, according to the report. Mr. Jacobs said he's ready to help Quorum expand its footprint after exiting bankruptcy. "Quorum has downsized, but it's a great company, the remaining pieces. … Our equity holders want the company to grow and we will make selective ac- quisitions," he told the Nashville Business Journal. "We want to grow and we have the resources now." n Leaders prefer uncertain advice more than overconfidence By Molly Gamble O ne might assume leaders are more likely to heed advice from confident advisers. A study from researchers at University of Chicago and University of Pennsyl- vania in Philadelphia challenges that conventional wisdom. Chicago Booth's Celia Gaertig, PhD, and University of Pennsylvania's Jo- seph Simmons conducted a series of studies to find that although people evaluate confident advisers favor- ably, they don't mind when advice itself is uncertain. This is an especially relevant find- ing given the amount of uncertainty clouding important decisions, includ- ing business reopenings, returns to schools and offices, and more. In some of the studies, two advisers — one confident and one uncertain — shared advice to participants on how to make good bets on baseball games. The guidance from both advisers was sound, but the uncertain advisers deliv- ered their insights with some prefaces, such as, "I am not sure." For example, "I am not sure, but I think that the Chica- go Cubs will win this game," whereas the confident adviser simply said, "The Chicago Cubs will win this game." Participants evaluated confident ad- visers more positively than advisers who lacked confidence. Importantly, however, they did not find that par- ticipants evaluated uncertain advice more negatively than certain advice. In fact, participants either rated un- certain and certain advice the same, or they rated uncertain advice more positively than certain advice. When participants were asked to directly choose between advisers, most were inclined to choose the advisers who included uncertainty in their advice. "Advisors benefit from expressing themselves with confidence, but not from communicating false certainty," the researchers concluded. n

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