Issue link: https://beckershealthcare.uberflip.com/i/1530792
11 CEO / STRATEGY The 5 skills of transformative CEOs By Kristin Kuchno C EOs with strong leadership skills outperform peers in driving technological transformation and boosting related revenue, according to a recent Korn Ferry study. The organizational consulting firm examined the link between CEO performance on its leadership assessment and the organization's revenue growth and adoption of new technologies to enhance value and renew business models. The study analyzed a pool of 59 leaders who completed Korn Ferry's assessment and were later named CEOs of public companies, about 80% of which are U.S.-based. CEOs who scored above average on the assessment led organizations with higher levels of technological adoption compared to those led by CEOs with below-average scores. Five key skills were linked to higher levels of technological adoption: 1. Strategic thinking 2. Network building 3. Effective communication 4. Courage 5. Resilience n but is tackling the challenge by becoming more efficient. e hospital was able to reduce the average length of stay by 0.4 days through a multidisciplinary effort to better coordinate care. Nurse leaders took ownership of daily multidisciplinary discharge rounds which had 90% daily attendance by inpatient physician care teams, which improved care management documentation and sped up discharge. e team also had a daily huddle where they could review discharge numbers and challenges to resolve pending discharges. "ese efforts enabled sharing of real time data and performance feedback with front line staff and leaders on key performance indicators related to length of stay from our inpatient operations team," said Stephanie Martinez, BSN, RN, executive director and associate nursing officer of care continuum at Boston Medical Center. "To deliver lasting impact on the health and well-being of our patients, BMC providers took patients' future care journeys into consideration throughout this multidisciplinary approach, ensuring that patients have equitable access to high-quality, coordinated care aer discharge from inpatient units." Systems will need to build on their momentum this year and get even more creative in 2025. Pradeep Kadambi, MD, president and CEO of University of Florida Jacksonville Physicians told Becker's expanding access to care was among the system's biggest achievements of the year. "A joint effort between the practice and the clinical departments led us on a discovery path to identify barriers to access in our clinics, and how to eliminate those," he said. "e teams owned and operationalized the plans, and in the past 3 months, we have fared consistently better than national benchmarks. Our goal is to continuously improve." n Health system CEOs evolving to thrive By Laura Dyrda Healthcare is changing rapidly. So are the leadership traits of the most effective top executives. e presidents and CEOs of large and small health systems are tasked with navigating tight margins with an eye toward growth, investing in the right technology, forging creative partnerships and building the workforce of the future. It's a colossal task, but leaders with the right mindset and strong teams are poised to thrive. Five leaders of hospitals and health systems across the country talked about what it will take to lead in the next few years during interviews with the Becker's Healthcare Podcast. ey answered the question: How are you evolving as a leader? Note: Responses are lightly edited for clarity. David Lubarsky, MD, Vice Chancellor of Human Health Sciences and CEO of UC Davis Health (Sacramento): e most important thing for any CEO is to have a growth mindset. It's not that finally you've gotten into a leadership position, but what are you going to do with that leadership position? ere are constantly new ideas and new thought processes that you need to adapt to and frankly be in front of the organization in thinking about. Personally, I really have invested a lot of my intellectual capital and focus on how AI is going to change the world of healthcare. I've been very involved in my research career around data and large data sets for the last 20, 30 years, and how they impact the business of healthcare. But this is different. is is truly a sea change in how data is applied in ways I frankly couldn't imagine as a researcher 20 or 30 years ago. Understanding it, understanding the potential, understanding the pitfalls, and fully understanding what needs to be done to create safety first, but also to reassure people on the front lines about how that safety is guaranteed or not guaranteed [is important]. [We will figure out] how to guard against both complacency or give up decision-making to computers. at's as a human being and as a leader, I'm trying to grow into understanding how to best harness that new technology of AI and protect us from that new technology of AI in such a way that the patient benefits 100% of the time. Wendy Horton, PharmD. CEO of UVA Health University Medical