Becker's Hospital Review

37 WOMEN'S LEADERSHIP 37 CEO / STRATEGY "If the number is too high, I then run the situation of creating something where I'm saying to you [the employee] that you need to think about being able to take your fami- ly on a trip with the money vs. going against what you might not believe in from a safety standpoint," he said. "So, you create unin- tended consequences by offering an incentive that might put someone in a precarious po- sition of having to think through 'wow that's real dollars. Now, I really have to think about it, and now I'm really torn.' We don't want to create a situation like that." Still, he said Sentara is watching what is work- ing and not working at other organizations. Ms. Schiro, with Ochsner, said her organiza- tion is considering a monetary incentive. "Some of our thinking is it may be something we want to put there for our employees to thank them for getting the vaccine and con- tinuing to encourage people to get the vac- cine," she said. At the time of publication, she said no final decision had been made. Educational efforts For now, both Ochsner and Sentara are con- tinuing to educate employees about vaccines. At Sentara, executives are working with faith- based leaders in the communities the health system serves to provide information. Dr. Asher said: "We believe people have a strong connection to different things, and for a lot of people, it is their faith. So, from a faith- based standpoint, vaccinations are important. at's the messaging we've been doing, espe- cially for those who are underserved." At Ochsner, the health system has offered in- formation sessions with OB-GYN groups and experts to address concerns employees may have about fertility, Ms. Schiro said. She said the health system has also asked its diversity groups to host events to talk about the vac- cine among minority groups, as well as show pictures and tell why they got the vaccine. "I do think those have been successful. I know we have a high percentage of employ- ees vaccinated compared to some of our peers across the country, so I think those targeted communications and having open sessions for employees to ask questions of physicians and experts in different areas has been very beneficial in getting a majority of our employ- ees vaccinated," she said. n Asian American and Pacific Islander heritage spotlight: 5 thoughts on leadership from Asian American healthcare leaders By Hannah Mitchell I n honor of May being Asian American and Pacific Is- lander Heritage Month, Becker's Hospital Review asked Asian American leaders in the healthcare industry to share their insights on leadership. Here are five healthcare leaders who offer words of cele- bration for their heritage and what it means to be an Asian American healthcare leader: Smitha Ravipudi. CEO of USC Care Medical Groups and Ambulatory Care Services at Keck Medicine of USC (Los Angeles): I am not only of Asian American descent, I am a first-generation American, a woman and a moth- er. It's incredibly important to me that young women see themselves in me, and know what is possible. I wouldn't be here had it not been for my parents, their direction, and their demonstration of pride in who they are and what they did when they first came to the United States in the early 1970s. They never let me forget where they came from, but always knew where they were headed. In my role today, I celebrate my voice and the influence it carries, in addition to the beauty of the continent it comes from. Harsha Upadhyay. Regional CEO of Prime Healthcare Region Three (Alabama, Georgia and Texas): I am excit- ed to see more and more Asian Americans taking promi- nent roles in healthcare and healthcare delivery systems, slowly evolving from their traditional roles as physicians in an individual setting to taking on a more active role as sys- tem CEOs and healthcare administrators, making a larger impact and slowly changing the landscape of how care is delivered. The move from healthcare equality to health- care equity is an exciting one! Patrick Hwu, MD. President and CEO of Moffitt Cancer Center (Tampa, Fla.): As one of the few, if not the only, Asian Americans leading a national cancer center, I strive to see more of myself reflected in leadership positions across the country. This will happen only when we address unconscious bias, which starts with thoughtfully crafting a diverse pool of talent to find the best and brightest lead- ers. As the United States becomes increasingly more di- verse, healthcare organizations need to build leadership teams that more accurately reflect their patients and the community. This is how we will take healthcare and our great nation to the next level. Sunny Bhatia, MD. CEO of Prime Healthcare Region One (California and Nevada): The inspirational leaders I have had the pleasure of working with, encourage their team members to be actively engaged while sharing ideas and knowledge. It is crucial to understand the dif- ference between effective leadership and management. Be a champion for others and create a team whose work is based on clear objectives, clear roles, clear communi- cation, cooperation and opportunities for personal devel- opment. Remain humble, collaborative and driven by your organization's mission and the greater good. Dr. K. Ranga Rama Krishnan. CEO of Rush Universi- ty System for Health (Chicago): According to the 2019 Census, there are 18.9 million Asian Americans living in the United States, all with unique health, educational and economic situations. Throughout these communities, how- ever, a significant cultural and language barrier exists, with almost a third of its members having difficulty with English. During this Asian Pacific American Heritage Month, and every other, it's important to recognize and work to break down those barriers that ultimately have a negative impact on healthcare utilization and overall well-being. I encour- age all healthcare leaders and providers to reach out and ensure that all Asian Pacific Americans in the U.S. have an equal opportunity to live a healthy and happy life. n

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