Issue link: https://beckershealthcare.uberflip.com/i/1519468
23 CEO / STRATEGY Additionally, he recommended that the interim leader schedule smaller group meetings with all related employees to instill confidence and support. Moving into the search process Meanwhile, hospitals and health systems typically move into a search process for a permanent replacement around the time an interim replacement is identified. ere are various options for filling the permanent role, whether that's through an external search or promoting an individual from within. "I think that anytime there is an abrupt change, it's a matter of 'what's next?'" Ms. Abernathy said. "What we will tell people is very quickly move into a process where you identify your search committee, and you identify your firm and you do it quickly, so that all of that can be part of the announcement [of the departure], so that people know right from the start that the board is fully engaged, they are on top of this, they already have a plan, and this is what this is going to look like over the next six months," she said. "At that point, then you can start to orchestrate moving into whether it's having internal candidates as part of the process. ere are any number of ways to execute the search at that point. But you can move very quickly in the process." Mr. Drometer agreed that hospitals and health systems should quickly evaluate options for filling the permanent role when an abrupt exit occurs. If it appears this process may take an extended period, "then leadership should also determine if there is a need for a different longer-term interim leader who will fit the needs of the department(s)," he said. "Such longer-term interim leaders can either be filled by an appropriate internal leader or by hiring of an external interim leader," Mr. Drometer said. "Regardless of the direction taken, related communication to the employees affected should be frequent, as employee retention becomes a major risk during times of uncertainty." Transparency amid the unknown Dr. Dunkle particularly saw the importance of transparency when he moved into the top role at Johnson Memorial. "I was aware of the major issues, the major things that the CEO at the time was dealing with," he said. "But there were a lot of other things, community engagements, boards, other things that I wasn't aware of, nor were other members of the team. And I would learn by looking back at the calendar." Today, he receives updates from his direct reports, even in reference to smaller initiatives within their departments. He said he also tells his team members "basically everything that I'm doing, even the things that maybe haven't been formally approved yet or the things that I'm working on in the background." For example, he notified the executive team of his targets in terms of direct employer contracting and strategic initiatives he's working on in the background. He also created folders for his leadership team in reference to initiatives across departments. "It's easily accessible," Dr. Dunkle said. "Transparency is key. If you fail to prepare, you're preparing to fail. … Being ready for an abrupt change of leadership is just something you have to plan for because, unfortunately, it's becoming more of a likely occurrence in today's environment." Connections between C-suite leaders and community leaders Dr. Dunkle also invites other members of his executive team to attend community engagements so they are more aware of the contacts he has outside of the office with local and state officials as well as other community leaders. is includes his CFO, COO, chief nursing officer and vice president of physician practices. It's ensuring "they're being seen at these community events and that they know the friends of the organization," he said, adding that his COO has increasingly given talks within the community about the health system. "I want people to realize everything that he's doing and the importance of the organization," Dr. Dunkle said. "My CNO is very visible as well, and that's important. I think sometimes organizations get in the habit that only the CEO sometimes is the public face of the organization, and there are many people in the organization. ey're working hard every day, and I think it's important for the public to realize that." n New York system names new CEO By Laura Dyrda T he board of directors for Cooperstown, N.Y.-based Bassett Healthcare Network unanimously voted to promote Staci Thompson from interim to permanent president and CEO. Ms. Thompson became the interim president and CEO Jan. 1 after Tommy Ibrahim, MD, exited the role to join Sioux Falls, S.D.-based Sanford Health Plan as CEO. Ms. Thompson previously spent 28 years at The Guthrie Clinic, where she spent time as executive vice president and COO of the Guthrie Medical Group, in addition to other leadership roles. "Her extensive experience in healthcare operations leadership has positioned her to provide highly qualified and critical guidance at a pivotal time – as Bassett Healthcare Network continues to navigate complex industry headwinds around recruitment and retention, operational efficiency, the changing needs of our patients and communities, and rapidly expanding technological advancements in medicine," said Doug Hastings, chair of Bassett's board of directors, in a news release. In the last two and a half months, Ms. Bassett has defined organizational priorities to focus on the system's financial stability, efficiency, recruitment and retention and continued network integration. She also emphasizes innovation and virtual care in the rural healthcare setting. "Having served at Guthrie, a rural healthcare system that spans more than 10,000 square miles in New York and Pennsylvania, I have a deep understanding of the unique needs and challenges of rural patient populations," Ms. Thompson said in the news release. "I am dedicated to the patients and communities Bassett serves – and to the importance of honoring its rich history and trusted position as a local, independent, community-centered network of care." n