Becker's Hospital Review

26 Healthcare Leadership Words of Wisdom The last year has been challenging for healthcare executives amid slow margin growth, rising expenses and workforce shortages. But the rapid acceleration of artificial intelligence in healthcare sparked innovation to support future growth. Becker's connected with leaders from hospitals and systems around the U.S. who are speaking at the 15th Annual Meeting to ask the question: What is the biggest lesson you learned in the last year? Here is an excerpt of their responses: Eduardo Conrado. President of Ascension (St. Louis): It's really the age-old lesson that no one does it alone. Faced with unprecedented challenges this past year, our associates came together with incredible collaboration to serve our patients and communities. We also recognized that, while we know a lot, we don't know everything – and could not work in isolation. Experts like our partners, industry peers, government leaders and more formed a network of insight and support. Tim Hingtgen. CEO of Community Health Systems (Franklin, TN): This is not a new lesson, but it is especially relevant in the aftermath of the rapidly changing healthcare operating environment the industry has been managing over the past few years. It is essential for leaders of healthcare organizations to see beyond day-to-day operational priorities, and redirect energy to planning for what's on the horizon – and then share the plan. Our leaders and team members need to know exactly where we're headed and how they help us get there. Last year, we refreshed our multi-year plan and invested the resources necessary to communicate (and then recommunicate) our renewed priorities and approach. We wanted to ensure organizationwide clarity, alignment and enthusiasm. The early results have been notable, including record employee retention levels, accelerated clinical outcomes improvement, and strong volume and revenue growth. Darryl Elmouchi, MD. Chief Operating Officer of Providence (Renton, Wash.): In healthcare, the only thing that is constant is change. Healthcare is in the midst of transformation and this will surely accelerate in the coming years. Although the concept of change is often exciting, the practice of change can be very difficult. This is particularly true in our field where decisions have a direct impact on people's lives, there is massive complexity and, often, significant resistance to change at a local level. My biggest personal learning over the past year is that as leaders within this vital industry, it is contingent upon us to be proactive and lead the change we want to see happen. Embracing change in a positive, yet purposeful way is necessary for personal success and to continuously improve the service your organization delivers. Pete McCanna. CEO of Baylor Scott & White Health (Dallas): In the last year, I have focused on healthcare from a very different perspective — through the eyes of my ailing parents. As my siblings and I cared for them before their passing, we experienced their pain points and saw firsthand what is broken in healthcare. I began talking about it inside our organization and beyond and received touching feedback from colleagues with similar experiences, who are also driven by a passion for change. We have a long list of things to fix, but we are already making progress. Pete November. CEO of Ochsner Health (New Orleans): Change and transition at large organizations often requires more time than anticipated. Through this experience, I've come to understand the true importance and value of patience. Patience is a critical skill for fostering collaboration and achieving meaningful results in the right way. Progress is rarely accomplished overnight, so I've learned that patience fuels resilience, encourages thoughtful decision- making and strengthens relationships. When those elements align and you work together with purpose, the opportunity for genuine partnership and shared success emerges. Luis Taveras, PhD. Senior Vice President and Chief Information Officer of Jefferson Health (Philadelphia): The most significant lesson I've learned is that AI is no longer a concept of the future — it's here and making a real impact. Given this reality, it is crucial to establish a robust governance model to guide our AI investments and implementations. Additionally, we must effectively manage the growing demand for AI- driven solutions from our clinicians, administrators, and leadership team. The key questions that we must answer are: • How do we ensure AI solutions align with our organization's strategic goals and ethical considerations? • What governance structures and policies should we establish to oversee AI implementations effectively? • How do we balance innovation with risk management, ensuring AI solutions are safe, fair, and compliant? • What frameworks should we use to evaluate AI vendors and technologies for security, privacy, and bias? • How do we educate and engage stakeholders in AI adoption while managing expectations? • What mechanisms should we put in place for continuous monitoring, accountability, and improvement of AI solutions? n

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