Issue link: https://beckershealthcare.uberflip.com/i/1541770
11 CEO / STRATEGY The rise of humble hospital C-suites By Laura Dyrda I n an era of unprecedented turnover and mounting financial pressure, the most successful healthcare executives are discovering that leadership no longer begins, or ends, in the boardroom but instead lies with those who ask the best questions and learn from the frontlines. "Healthcare is at a pivotal moment," said Erik Wexler, president and CEO of Renton, Wash.-based Providence. "We're navigating what I call a polycrisis, a convergence of economic, policy, technological and societal challenges that are reshaping the landscape. As health system leaders face these complexities and look to the future, fostering innovation, building resilience and leading with values has never been more essential." According to today's revered C-suite executives, the most successful leaders in the next half-decade won't be those with the biggest egos or the most accomplishments but individuals with selflessness, humility and fortitude. "C-suite leaders thrive when they recognize that the best ideas don't always come from the executive office, but instead from those closest to the work," said David Banks, president and CEO of AdventHealth in Altamonte Springs, Fla. "At AdventHealth, we've seen real change when leaders seek feedback from frontline team members who care for patients every day. ey are oen the first to see what's needed." Steve Davis, MD, president and CEO of Cincinnati Children's, holds a similar outlook. "I believe for health system C-suites to truly thrive in the next five years, there needs to be a significant shi in mindsets," he said. "First, we need to move away from the traditional command-and- control approach and adopt a sense-and-adapt mindset. is involves being more agile and responsive to the rapidly changing healthcare landscape." Dr. Davis sees leaders who take a platform-centric approach to leverage technology and digital care improving access will thrive, in addition to breaking down siloes and encouraging collaboration between different departments. Fostering a more streamlined and interconnected organization and patient experience requires hands- on knowledge of the hospital's operations. Last year, when preparing to take on the CEO role at Providence, Mr. Wexler toured many of the system's hospitals and took rounds to observe their team in real time. He engaged in conversations with frontline staff in the moment and gleaned insight into how the system operated, and what they needed for the future. It takes this type of intentional effort to leave the "ivory tower" and listen instead of speak, but the results are inspiring. "Earlier this year, we introduced Providence's 2030 strategic direction, which focuses on being the best place to give and receive care, while creating a forward-looking delivery model rooted in innovation and positive change," said Mr. Wexler. "Over the next five years, we'll continue to take bold steps to adapt to this evolving environment and remain steadfast in our mission to serve all, especially those who are poor and vulnerable." Mr. Banks has also found being connected to the frontlines improves quality and the patient experience during these transformative times. "is visibility enables our leaders to better understand the mindset of our patients and reshape our healthcare delivery around them," said Mr. Banks. "When C-suite leaders stay close to that reality, it leads to better decisions, stronger teams and patient-centric care." Hospital and health system C-suites have seen high turnover in the last five years amid the COVID-19 pandemic and steep challenges facing the healthcare industry as a result. e current tenure for many C-suite executives is around three to five years and Marie Langley, CEO of Desert Valley Medical Group in Victorville, Calif., sees a reason for that. "Much of that turnover stems from initiatives that are oen self- gratifying or self promoting," she said. "To truly adapt to the rapidly changing healthcare landscape, C-suite leaders need to become less self-focused and more mission-driven, leading with others in mind." e most successful leaders now are choosing not to implement a project for short-term reputation gains, especially if the move could contribute to future financial hardships. ey are also finding innovative ways to improve the balance sheet without reducing staff and optimizing resource allocation. "Leadership in healthcare is hard work and oen not immediately rewarding," said Ms. Langley. "But if an industry built on patient care is going to thrive, executives must learn how to 'lead from behind' – empowering teams, making decisions that prioritize long-term stability and ensuring that patient care remains at the center of every strategic decision." Healthcare executives face significant headwinds with digital transformation, AI adoption, increased supply expenses and reimbursement shis. Federal policy changes to ACA exchanges and the Medicaid program likely mean more uncompensated care and could cost hospitals millions in the next decade. But leaders of tomorrow are ready. "We need leaders with fortitude," said Heitham Hassoun, MD, chief executive of international at Cedars-Sinai in Los Angeles. "In our jobs as C-suite executives, our goal is to bring the highest possible level of healthcare to people where they live, and we must have the fortitude to do whatever it takes to move us in that direction. We also need to teach the future leaders how to think and act globally, but we must walk the talk first." Healthcare is a people-first industry built on relationships and trust; health system leaders who focus their energy and resources around this common goal will thrive. "We need leaders with the courage to be passionate about what really matters and ones who are proactive and make things happen," said Dr. Hassoun. "ey don't have to be perfect; they just have to take their skills and experience and be persistent. When you work hard and take chances, things open up in ways you couldn't have imagined." n